University Events Leadership Development Program

April 29, 2011

University Events Team

Jeff Bechtold Building Technology Physical Plant John Brockie Administrative Lieutenant University Police Carmen Curiel Director, Multicultural Leadership Center Dean of Students Office Brooke Fessler Assistant Director, Annual Campaigns University Advancement

Deanna Shoop Associate Director, MBA Programs Mihaylo College of Business and Economics Greg Sweet University Tax Compliance Manager Financial Services Adjunct Faculty, Accounting Mihaylo College of Business and Economics Dr. Esiquio Uballe Associate Dean of Students Dean of Students Office

Sponsor: Stefanie Light, Senior Director, Major Events

Advisors: Carol Creighton, Senior Director of Academic Programs, University Extended Education Owen Holmes, Associate Vice President, Public Affairs and Government Relations

University Events

2010-11 Leadership Development Program

Contents

Executive Summary 1

Introduction 2

Process 3

Findings 4

Summary Findings of Interviews with Individuals at CSUF 4

Summary Findings of Interviews with Like Institutions 5

Recommendations 7

Appendix A Key Constituents 9

Appendix B Sample of University Events and Locations 10

Appendix C Findings: Data Tables 11

Appendix D Survey Questions 12

Appendix E Interviewee Listing 14

Appendix F Titan Events Working Group and Task Force Recommendations

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University Events 2010-11 Leadership Development Program

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Executive Summary

Our group’s charge was to identify best practices in university event management and recommend opportunities and mechanisms to enhance current California State University, Fullerton (CSUF) event planning and implementation, including potential event planning centralization opportunities, institutional event standards, policies, and liability issues, potential efficiency and cost savings, oversight, training and expertise.

Cal State Fullerton hosts thousands of events annually for various purposes. These events expose various constituencies to the university, help to create perceptions of the campus, and establish the unique culture of CSUF. Numerous offices and organizations on campus plan and implement these events with varying levels of expertise, quality and consistency. A sample of CSUF individuals were interviewed to capture a general overview of the approach campus event planners utilize to coordinate university events.

The University Events Findings Data Tables in Appendix C summarize best practices of university event management and organizational structures of several comparable universities in the California State University (CSU) System and other regional institutions, many which have either fully or partially centralized university event offices. Comparable universities were chosen from the Integrated Postsecondary Education Data System (IPEDS) based on a recommendation from the Office of Institutional Research and Analytical Studies. Other regional institutions were selected and interviewed to determine their best practices.

Summary of Recommendations:

1. Clarify university event planning and implementation protocol

2. Maintain an up-to-date website with campus-wide event planning policies, procedures, and contacts

3. Develop event planning workshops that are specific to CSUF

4. Form an ad hoc “Titan Events Working Group” as an informal platform for

communication, networking, and sharing best practices 5. Establish a “Titan Events Task Force” to review recommendations from this study,

conduct further research, and host quarterly informational meetings for disseminating new policies and updates.

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Introduction

In general, university events have been coordinated along three strands: 1) by university entities (i.e., faculty/staff, departments, programs, etc.); 2) by students; and 3) by off-campus individuals and organizations. Department or office driven events usually have either a lead-coordinator or co-coordinators with responsibilities delegated accordingly. Both faculty and departmental staff members, in consultation with their respective college dean’s offices, collegially coordinate most faculty driven events. Student-driven events can be entirely coordinated by the students themselves and/or in consultation with an advisor. Off-campus organizations may or may not receive “advising” or orientation about hosting events on campus. The range of interests, constituencies, and program-emphasis has resulted in a mixture of outcomes that touch on publicity, attendance, cost, and risk. Consequently, there have been inconsistent practices implemented. A listing of directly and indirectly affected constituents can be found in Appendix A.

It is difficult to determine exactly how many events occur on campus, but a quick review of facilities reservations processed through the Student Organization Resource Center (SORC) and the University Conference Center (UCC) suggest a wealth of programs and activities that bring together an array of people reflecting diverse interests and priorities. These include Commencement, Welcome to Cal State Fullerton Day, Titan Tribute Athletics Hall of Fame, Discoverfest, PASA Friendship Games, jobs and internship fairs, and the various college-themed weeks to name a few. Moreover, there are university events that take place off campus, like Front & Center and Vision & Visionaries, which reach a wide audience of individuals with meaningful connections to the university. A listing of sample university events and locations can be found in Appendix B.

As a result, CSUF ‘s event planning and implementation approach can best be described as decentralized: event planners working independently to coordinate programs that can be fairly simple and straight forward, and others that are more complex and that may require approval or consultation with other campus departments. Some events have long histories and thus established internal approval processes, while others may operate “off the radar” unaware of university policies and risk exposures related to events. There are also a number of highly experienced event planners who possess a great familiarity with policies and procedures as well as a strong network of campus colleagues who assist with securing needed services. Individuals with limited, little or no event planning experience, who are unfamiliar about university regulations, run the risk of implementing a poor or inadequate program that could potentially damage the university image and grounds. For these reasons, it is sensible to articulate a process that various constituents can follow to coordinate successful university events. Our team collected best practices data from several comparable universities throughout the CSU System and other regional institutions, many that were either fully or partially centralized in the area of university events. Comparable CSU universities were chosen from IPEDS based on a recommendation from the Office of Institutional Research and Analytical Studies. Internally, we conducted interviews in March 2011 with a sample of CSUF

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administrators and staff. An overwhelming majority of interviewees indicated they believe the university lacks a centralized University Event Office and list of campus resources necessary for events.

For purposes of this report, our team defined university events as the following:

“A university event is an event, other than scheduled academic classes, that is held on the university campuses or at an off-site location and is sponsored or cosponsored by an officially recognized CSU Fullerton division, department, group, or organization. University events should support the university's mission and relate directly to the educational goals of the sponsoring department or organization.”

In this report, we provide an overview of the research we conducted to determine the best practices for university event management at CSUF. Based on our findings, we suggest recommendations that can potentially centralize the coordination of university events, providing a means for the campus community to leverage campus resources and efficiently recover associated event costs at CSUF.

Process

To determine the answers to our research questions, our team conducted a study of best practices for university event management and planning at CSUF. We evaluated the current manner in which university events take place on campus from interviews of key campus constituents. We surveyed how different departments work decentralized on university events and explored the possibilities for a centralized university event office at CSUF. We also gathered information from comparable California State Universities (based on the Integrated Postsecondary Education Data System) and other regional institutions about their coordination and planning of university events.

In order to get a baseline for our research, our team spoke with key CSUF constituents to get a better understanding of the campus community’s current event management and planning processes. We focused in the areas of University Advancement, Office of the President, University Conference Center, Office of the Vice President for Academic Affairs, Athletics, Financial Services, and Risk Management. Each campus constituent was able to share how the current process works from their point of view. That perspective gave us a picture of how decentralized event management and planning processes are at CSUF. Using the information we received from the campus constituents, we formulated two sets of questions based on whether or not a campus had a centralized event office (see Appendix D). By understanding how other institutions defined a university sponsored event, we then could inquire about the campuses approach and structure for event management and planning.

Armed with two sets of questions in Appendix D our team sought out representatives from like and other regional institutions. Our research process was a two-pronged approach. We interviewed the representatives we contacted and explored each university’s website to find

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commonalities and possible recommendations for improving our current system at CSUF. The data we obtained from this process came in two forms. The interviewee response information gave us insight to that representatives’ point of view of their university’s current process. We discovered universities without a centralized event planning office where different representatives used varying processes to complete the same task. The second form of data was from examining the university’s website and each team member gleaning information. Some of the commonalities on the websites were centralized campus calendars, online approval forms, and systematic directions for both campus and non-campus entities to host an event on campus.

Findings

We interviewed a sample of individuals at CSUF, six like institutions within the CSU System, and other regional institutions. Our questions focused primarily on event management structure, staffing levels, funding sources, policies and procedures, types of supported events, event calendar practices and use of online forms and resources in event planning. Summary Findings of Interviews with Individuals at CSUF Campus community interviews focused on a review of the event planning process and approach as well as the resources utilized to plan university sponsored events. Administrators and staff in college departments and various university divisions provided input. Each of the interviewees was selected because of their engagement in event planning or event oversight as a part of their overall responsibilities. There is a wide spread continuum among staff whose sole responsibility is to engage in event planning. Employees that serve as event planners can be identified across divisions and departments but only a few held the position or title of event planner. In most cases, the event planning process follows the procedures set within the particular program or department created by an “in-house” expert. Some larger events are planned with representation of two or more departments and programs. A general observation and conclusion was that if the primary role of the department was to host events the greater the need was for collaboration and reliance on additional resources and information to guide event planning. Departmental or divisional planning is driven by specific obligations or university traditions including annual fundraising goals or departmental mission and goals. Each event requires extensive knowledge of university policies and procedures and risk management issues. Consideration is taken in planning events that may coincide with other major university sponsored events. Depending if the event is solely a department or college sponsored event, most staff interviewed handle all the logistics or otherwise they utilize a committee structure to plan and implement successful events. Some departments utilize an internal events calendar maintained for the sole purpose of addressing event planning. When asked what on-line tools or resources are available for event planning, only a few could identify a software program used primarily for managing and scheduling events.

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A campus example of an event planning office is the University Conference Center (UCC) which operated by Associated Students, Inc. (ASI. It is primarily engaged with events sponsored and organized by student organizations with the assistance of event planning staff. The responsibilities of UCC event planners include providing support and assistance to student organizations to a large degree while providing assistance to departments and off campus organizations. This requires that UCC staff have a thorough understanding of university policies and procedures related to both on campus event planning and policies. The UCC has a software program especially designed for scheduling and event planning. Only students who attend the Blueprints workshop, presented by the UCC and the Student Life Office, receive authorization to reserve campus facilities for on-campus student clubs and organizations. Additional student training is available through the Student Leadership Institute’s (SLI) Event Planning workshop. The general response to the question on utilizing resources to plan events was that most relied on their own knowledge or expertise to plan, schedule and implement campus events. Most interviewees commented that there was no centralized source of information or an office location where they could access information regarding event scheduling, planning or implementation. It was discovered that the departmental practice of an “in house” expert was prevalent and expedient. Of those engaged in event planning, most individuals rely on internal departmental/individual knowledge for scheduling events. Individuals hosting successful events held the characteristic of close collaboration with key departments being important. The findings indicate however a need for university-wide communication to simply share information and schedule campus events. Overall, most individuals expressed a need for centralized information to guide event planning including a consolidation of information available to assist with campus event planning. The overall observations of staff interviewed who engage in campus event planning have experience, expertise, and a proven record of planning successful events; however, most wished for more resources and communication to assist with event planning. Most interviewees engaged in event planning relied on internal calendars to plan events. There was an expressed interest in integrating multiple event planning calendars. There was also an expressed need for centralized information to assist with event planning including planning guides, checklists, or training that is campus specific. Summary Findings of Interviews with Like Institutions

Each campus takes its own path in regards to the structure of university event planning offices. The campuses we interviewed have either implemented or are in a process of implementing a model tailor fit to the individual campus’ event planning needs. Several models were identified in this process, and they ranged from having a paid part time consultant handling all university sponsored events to a fully staffed full time events planning office inside of University Advancement. One commonality among all discovered models is that no “single events planning office” on its own is equipped to handle the vast array of events organized campus wide each year. Our research is summarized in the University Events Findings Data Tables in Appendix C.

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The campuses that have a “decentralized with collaboration” approach to event planning show the highest levels of satisfaction with their event planning processes. This would be a model where a campus has several event planning offices or officers throughout the university (based upon need and diversity) that communicate with each other, as well as the key campus departments integral to facilitating any event such as Facilities, University Police, Financial Services, and Risk Management.

On campuses that have established “semi-centralized” events offices the budgets and staffing levels were as diverse as the campuses they serve. For example, San Francisco State has a paid part time consultant with no stated budget funded through the Office of the President, whereas at Cal Poly Pomona the Events Office is staffed with two event planners, one leasing agent, and one manager all funded by the Division of University Advancement through Foundation, State, and Presidential funds.

Online tools are becoming the standard for public access to event planning at college campuses. Several of the interviewed campuses have robust online event planning resources. From these web pages interested parties both on campus and off are directed through the event planning process step by step. Necessary forms are available to fill out, along with explanations as to the correct forms to fill out to minimize confusion. The event approval and planning guidelines are clearly spelled out, campus policies and procedures regarding events are available for review including specific venues by event type, and campus contact information for all potentially involved departments is readily available.

Most campuses leverage the resources of the existing campus IT staff to develop the online event planning tools, whereas others utilize very specialized event planning software in conjunction with the information technology staff to develop the systems. Campus master calendars that include all events are typically viewed as desirable and achievable goals, although few campuses are currently able to implement this type of calendar. Benefits of functioning with one master calendar include:

Improved global advertising of events to the on-campus and off-campus communities; Opportunities for key departments to review upcoming events to ensure that required

staff, procedures and policies are in place; Improved communication between event planners of other events or activities that may

conflict with their events.

Some barriers to implementation include: Changing the campus mindset from solely using established internal calendars;

A lack of the understanding of the benefits;

A lack of understanding of the procedures required to add to the calendar;

No mandate to use a master calendar;

Difficulty combining the university, academic, class schedule, and events calendars.

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Although utilizing one master calendar for the campus has some initial barriers to implementation, the benefits in doing so will enhance the flow of university event information to all affected campus and outside constituents.

Recommendations

Based on our research and findings, we have developed the following recommendations:

1. Clarify university event planning and implementation protocol. CSUF’s current approach to event planning and implementation is somewhat decentralized. A first step towards enhancing our practice would be to articulate an event planning process that is organized by category (or constituent) and that includes a referral to campus staff who possess a high level of expertise regarding the multiple components related to the event (i.e., reserving facilities; food and catering policies; risk management; physical plant; university police, and budget issues to name a few). This process should include a level of “approval” that is communicated to relevant offices.

2. Maintain an up-to-date website with campus-wide event planning policies, procedures and contacts. CSUF does not have an up-to-date website on event management or planning that provides clear communication on policies, procedures and key campus contacts. Comparable institutions have comprehensive websites that include event planning policies and procedures and offer online tools to assist with significant details such as venue options, date availability, approvals, cost assessment, forms, and checklists necessary to prepare for most types of events or programs. A CSUF master event calendar needs to be further explored.

3. Develop event planning workshops that are specific to CSUF. Currently, event planning workshops are offered by University Business Institute (UBI), Student Leadership Institute (SLI) and Blueprints. Although these workshops provide strategies for coordinating successful events, we would suggest that more CSUF-specific content be included to provide a more valuable training opportunity for the campus community.

4. Form an ad hoc “Titan Events Working Group” as an informal platform for communication, networking, and sharing best practices. To provide an informal platform for communication between students, faculty and staff who have event planning duties, we recommend the creation of the “Titan Events Working Group.” This group would provide an opportunity for sharing of ideas and best practices, while fostering campus networking between like positions. Opportunities would be available for this working group to make recommendations to the “Titan Events Task Force.” Further detailed information can be found in Appendix E.

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5. Establish a “Titan Events Task Force” to review recommendations from this study, conduct further research, and host quarterly informational meetings for disseminating new policies and updates. Comprised of administrators and key stakeholders (selected and appointed by division heads), the Titan Events Task Force would conduct further research with the goal of developing university-wide event planning policies and procedures. A recommended goal would be exploring the feasibility of establishing a centralized university event office or an event planning resource center. To disseminate policies to the campus community, we suggest that an event planning resource website should be created. The task force should also host quarterly informational meetings; open to the campus community, to provide a forum for rolling out new policies and announcing updates to current procedures. Further detailed information can be found in Appendix E.

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Appendix A - Key Constituents

Constituents Directly Affected by University Events

CSUF Divisions and Departments/Units

o Office of the President Governmental Relations

o Division of Academic Affairs

Colleges and Extended Education

Commencement Coordination Committee

o Division of Administration and Finance

Financial Services Physical Plant Risk Management University Police Parking and Transportation

o Division of Information Technology

o Division of Student Affairs

Athletics Career Center Disabled Student Services Housing and Residential Life Student Clubs and Organizations

o Division of University Advancement

Advancement Operations

Alumni Relations

Development

Office of Major Events

Public Affairs

Strategic Communications

o CSUF Associated Students, Inc.

o CSUF Auxiliary Services Corporation

o Fullerton Arboretum

Constituents Indirectly Affected by University Events ● Caltrans

● Cities of Fullerton, Yorba Linda, Placentia, Irvine, and Santa Ana

● College Park Building Management Company – PM Realty Group

● Fullerton Marriott

● Community surrounding branch campuses and centers – Irvine (Irvine Campus), Santa

Ana (Grand Central Art Center), Modjeska Canyon (Tucker Wildlife Sanctuary), Garden

Grove (Garden Grove Center), and Mojave Desert (Desert Studies Center).

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Appendix B - Sample of University Events and Locations

Sample of University Events

Commencement

Office of the President o Concert Under the Stars o Invocation

University Advancement o Front & Center o Vision & Visionaries o Titan Tribute Athletics Hall of Fame

Student Affairs o Student club and organization events (i.e. PASA Friendship games) o Greek life events o Housing and Residential Life events

Titan Athletics o Athletic team competitions o Minor league baseball and soccer teams o Other athletic facility usage agreements (i.e. Hope University, sport camps, etc.)

CSUF Associated Students, Inc.

o Student Recreation Center activities o University Conference Center o Student events at TSU

Philanthropic and Alumni events

Academic related events (i.e. conferences/symposiums/workshops)

Arboretum events (i.e. Haunted Garden, Midsummer Night in the Garden Gala, weddings)

City of Fullerton events (i.e. usage of athletics fields)

George G. Golleher Alumni House events (i.e. weddings, hosted events)

Non-University entity events (i.e. CSUF Special Games-Kathleen E. Faley Memorial, Donate Life Run/walk)

Off-site University events (i.e. award and recognition banquets, college events)

On-site Orange County Film Commissioner office filming requests

Sample of University Event Locations

CSU Fullerton Main Campus

o Titan Student Union

o Athletic venues and fields

o Campus Open Space - Quad,

Becker Amphitheater, etc.

o Clayes Performing Arts

Center

Irvine Campus

Desert Studies Center, Zzyxx

Grand Central Art Center, Santa Ana

Tucker Wildlife Sanctuary

Fullerton Arboretum

Other off-site locations (Honda

Center, hotels, etc.)

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Appendix C – Findings: Data Tables

Table 1: University Event Resources by Institution

Staffed Event Office

Website Resources

Online Approval Forms

California State University Fullerton No No No

Like Institutions (Based on the Integrated Postsecondary Education Data System)

California State University, Long Beach Yes Yes, limited No

California State University, Northridge Yes Yes Yes

Sacramento State University No No No

San Diego State University No Yes, limited Yes (May 2011)

San Francisco State University No No No

San Jose State University Yes Yes Yes

Other Regional Institutions

California State Polytechnic University, Pomona Yes Yes, limited No

University of California, Irvine No Yes, limited No

Table 2: Campus Organizational Structure for University Events

Centralized Decentralized

Decentralized with

Collaboration

California State University, Fullerton

Like Institutions (Based on the Integrated Postsecondary Education Data System)

California State University, Long Beach

California State University, Northridge Sacramento State University

San Diego State University

San Francisco State University

San Jose State University Other Regional Institutions

California State Polytechnic University, Pomona

University of California, Irvine

Data Source: Individual Interviews (See Appendix E) and campus public web resources

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Appendix D - Survey Questions

The following survey questions were asked to interviewees at California State University, Fullerton and samples outside academic institutions. The questions were based on whether the university events organizational structure was either centralized or decentralized. Data from interviewees is confidential information. If the campus has a centralized event planning office or a centralized organizational

structure for event planning, the following questions were asked:

How does your campus approach or address university sponsored event planning?

How does your campus define a university-sponsored event?

Under what division or department is the event planning office housed?

How is your office staffed? Full-time? Part-time? Student assistant staff?

What is your budget? Who provides your budget?

What kinds of events are hosted or sponsored by the university?

How do you decide which events to sponsor?

Is your office responsible for coordinating all components of the event?

How involved with the planning and details does your office get?

Who do you/which offices or campus departments do you consult with when

planning events?

Does your campus utilize a master calendar for university-sponsored events?

What on-line tools/websites/resources are available for event planning?

What aspects of your event planning process do you like or find effective? Why?

What would you improve about your campus event planning processes?

If the campus has a decentralized organizational structure for event planning, the

following questions were asked:

How does your campus (office) approach or address event planning?

How does your campus (office) define a university-sponsored event?

Under what division or department is your office housed?

Is anyone in your office specifically designated as an event planner?

If yes, is that person full-time? Part-time? Student assistant?

What is your budget? Who provides your budget?

What kinds of events are hosted or sponsored by your office (the university)?

How do you decide which events to host or sponsor?

Is your office responsible for coordinating all components of the event?

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How involved with the planning and details does your office get?

Does your campus utilize a master calendar for university-sponsored events?

What on-line tools/websites/resources are available for event planning?

What aspects of your event planning process do you like or find effective? Why?

What would you improve about your campus event planning processes?

California State University, Fullerton administrators and staff were interviewed with the decentralized organizational structure questions.

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Appendix E - Interviewee Listing

Off-campus Interviewees Interviews were conducted with the following employees from institutions noted as “like institutions”, based on the Integrated Postsecondary Education Data System (IPEDS).

Heather L. Cairns, Associate Director of Administrative Services University Licensing The University Corporation California State University, Northridge Pamela Jesse, University Liaison for Special Events Parking and Transportation Division of Administration and Finance California State University, Long Beach Mimi Phothichack, Executive Assistant University Advancement Sacramento State University Jennifer Esquivel-Parker, Government Executive Affairs and Programs Coordinator Associated Students Division of Business and Financial Affairs San Diego State University Melissa Henss, Manager of Integrated Marketing and Comm Marketing and Communications University Relations and Development San Diego State University Nancy Lopez, Assistant to Vice President Special Events Advisory Team (SEAT) Coordinator Division of Business and Financial Affairs San Diego State University Debbie Richeson, Director of Auxiliary Services Public Safety Division of Business and Financial Affairs San Diego State University

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Randy Timm, Director Student Life and Leadership Division of Student Affairs San Diego State University Norma Siani, Director Special Events, University Advancement Office of the President San Francisco State University

In addition, interviews were conducted with the following employees from other regional institutions, not listed as “like institutions” within the Integrated Postsecondary Education Data System (IPEDS):

Rachiel Lucero, Director Events and Special Projects University Advancement California State Polytechnic University, Pomona Jessica Steward, Director of Special Events University Advancement University of California, Irvine

On-campus Interviewees Interviews were conducted with the following California State University, Fullerton employees:

John Beisner, Director Risk Management Division of Administration and Financial Services Tia Damron, C.P.M., Contract Analyst Contracts and Procurement Division of Administration and Financial Services Lisa Kopecky, Assistant Vice President, Academic Operations and Finance Office of the Vice President of Academic Affairs Division of Academic Affairs Stefanie Light, Senior Director Major Events Division of University Advancement

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Mary Jo Medyn, Staff Assistant to the Vice President for Academic Affairs Office of the Vice President for Academic Affairs Division of Academic Affairs Alice Rodriguez, Events Coordinator Mihaylo College of Business and Economics Division of Academic Affairs Rob Scialdone, Associate Athletic Director/Business Affairs Athletics Operations Titan Athletics Department Division of Student Affairs Victoria Scott, Development Specialist Mihaylo College of Business and Economics Division of Academic Affairs Aaron Tapper, Assistant Athletic Director, Facilities Athletics Operations Titan Athletics Department Division of Student Affairs

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Appendix F – Titan Events Working Group and Task Force Recommendations

Titan Events Working Group Purpose: To provide an informal platform for communication, networking and sharing best practices. Recommended attendees: Students, faculty and staff who have event planning duties.

Suggested structure and actions items for Titan Events Working Group:

● Creates a forum for idea sharing ask questions and discussing best practices

● Provides opportunities for campus-wide networking

● Includes a listserv or blog for communication and questions throughout the year

● Periodic meetings; Attendance is open to campus community.

Titan Events Task Force Purpose: To review and implement recommendations from this study, from the Titan Events Working Group and conduct further research.

Recommended attendees: Individuals appointed by each division head, to include

administrators, key stakeholders and faculty or staff who have event planning duties, ensuring

that a wide variety of campus areas are represented.

Suggested additional areas of research: ● Explore centralization of university event planning resources

● Explore feasibility of an university event office or an event planning resource center

● Research options and consider implementing web-based tools to coordinate campus

event resources

● Review suggestions provided by “Titan Events Working Group”.

Suggested areas of implementation:

● Development of university event planning and implementation protocol

● Implement a “Titan Events Quarterly Informational Meeting” for disseminating new

policies and updates to campus-wide event planning policies (see below)

● Development of a campus-wide event planning resource website

● Integration of a university events calendar

● Implementation of a University Business Institute Workshop based on event success at

CSUF

● Maintain communication with and provide updates for the Student Affairs Blueprints

Workshop coordinators

● Creation of online checklists for the CSUF event planning procedures.

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Quarterly Informational Meetings (Lead by Titan Events Task Force) Purpose: Dissemination of policies, clarification of procedures.

Recommended attendees: Students, faculty and staff who have event planning duties.

Suggested structure and content of Titan Events Quarterly Informational Meetings:

● Provides a forum for rolling out new policies and announcing updates to current

procedures

● Allows opportunities for clarification of policies, while providing feedback on how the

current policies are functioning

● Attendance is open to campus community.