TR Events MGT Services NC III

TRAINING
REGULATIONS
EVENTS MANAGEMENT
SERVICES NC III
TOURISM SECTOR
TECHNICAL EDUCATION AND SKILLS DEVELOPMENT AUTHORITY

East Service Road, South Superhighway, Taguig City, Metro Manila
TABLE OF CONTENTS
TOURISM SECTOR
EVENTS MANAGEMENT SERVICES NC III
Page No.
SECTION 1 EVENTS MANAGEMENT SERVICES NC III

QUALIFICATION 1- 2
SECTION 2 COMPETENCY STANDARDS
 Basic Competencies 3- 24
 Common Competencies 25-41
 Core Competencies 42-82
SECTION 3 TRAINING STANDARDS
3.1 Curriculum Design 83-87

3.2 Training Delivery 87-88
3.3 Trainee Entry Requirements 88
3.4 List of Tools, Equipment and Materials 89
3.5 Training Facilities 90
3.6 Trainer’s Qualifications 90
3.7 Institutional Assessment 90
SECTION 4 NATIONAL ASSESSMENT AND

CERTIFICATION ARRANGEMENTS 91-92
COMPETENCY MAP 93
DEFINITION OF TERMS 94
ACKNOWLEDGMENTS 95-96
EVENTS MANAGEMENT SERVICES NCIII Promulgated November 2007

TRAINING REGULATIONS FOR
SECTION 1 EVENTS MANAGEMENT SERVICES NC III QUALIFICATION

The EVENTS MANAGEMENT SERVICES NC III Qualification consists of
competencies that a person must achieve to coordinate events, functions and/or conferences which
may be held in conference centers, hotels, motels, restaurants, clubs, resorts and luxury liners. It
includes competencies on event planning such as planning and developing an event proposal,
concept, and program, selecting a venue and site, and updating event industry knowledge, as well
as competencies on on-site event management such as providing onsite management services,
managing contractors and updating knowledge on protocol.
This Qualification is packaged from the competency map of the Tourism Sector
as shown in Annex A.
The Units of Competency comprising this Qualification include the following:
CODE NO. BASIC COMPETENCIES
500311109 Lead workplace communication

500311110 Lead small teams
500311111 Develop and practice negotiation skills
500311112 Solve problems related to work activities
500311113 Use mathematical concepts and techniques
500311114 Use relevant technologies
CODE NO. COMMON COMPETENCIES
TRS311206 Roster staff TRS311207

Control and order stock
TRS311208 Train small groups
TRS311209 Establish and conduct business relationships
1
CODE NO. CORE COMPETENCIES
EVENT PLANNING SERVICES
TRS342315 Plan and develop event proposal or bid

TRS342316 Develop an event concept
TRS342317 Develop event program
TRS342318 Select event venue and site
TRS342319 Develop and update event industry knowledge
ON-SITE EVENT MANAGEMENT SERVICES
TRS342320 Provide on-site event management services

TRS342321 Manage contractors for indoor events
TRS342322 Develop and update knowledge on protocol
A person who has achieved this Qualification is competent to be a:
 Events Coordinator
 Conference Coordinator
 Function Coordinator
SECTION 2 COMPETENCY STANDARDS
This section details the contents of the basic, common and core units of competency required in
EVENTS MANAGEMENT SERVICES NC III.
BASIC COMPETENCIES
UNIT OF COMPETENCY : LEAD WORKPLACE COMMUNICATION

UNIT CODE : 500311109
UNIT DESCRIPTOR : This unit covers the knowledge, skills and attitudes
required to lead in the dissemination and discussion of ideas,
information and issues in the workplace.
PERFORMANCE CRITERIA
ELEMENT Bold and italicized terms are elaborated in the Range
of Variables
1. Communicate 1.1 Appropriate communication method is
information about selected
workplace processes 1.2 Multiple operations involving several topics
areas are communicated accordingly
1.3 Questions are used to gain extra information
1.4 Correct sources of information are identified
1.5 Information is selected and organized correctly
1.6 Verbal and written reporting is undertaken when
required
1.7 Communication skills are maintained in all
situations
2. Lead workplace discussions 2.1 Response to workplace issues are sought
2.2 Response to workplace issues are provided
immediately
2.3 Constructive contributions are made to
workplace discussions on such issues as
production, quality and safety
2.4 Goals/objectives and action plan undertaken in the
workplace are communicated
3. Identify and communicate 3.1 Issues and problems are identified as they arise
issues arising in the 3.2 Information regarding problems and issues are
workplace organized coherently to ensure clear and effective
communication
3.3 Dialogue is initiated with appropriate personnel
3.4 Communication problems and issues are raised as
they arise
RANGE OF VARIABLES
VARIABLE RANGE
1. Methods of communication May include but not limited to:
1.1. Non-verbal gestures
1.2. Verbal
1.3. Face to face
1.4. Two-way radio
1.5. Speaking to groups
1.6. Using telephone
1.7. Written
1.8. Internet
EVIDENCE GUIDE
1. Critical aspects of Assessment requires evidence that the candidate:
competency 1.1. Dealt with a range of communication/information at one
time
1.2. Made constructive contributions in workplace issues
1.3. Sought workplace issues effectively
1.4. Responded to workplace issues promptly
1.5. Presented information clearly and effectively written
form
1.6. Used appropriate sources of information
1.7. Asked appropriate questions
1.8. Provided accurate information
2. Underpinning 2.1. Organization requirements for written and electronic
knowledge communication methods
2.2. Effective verbal communication methods
3. Underpinning skills 3.1. Organize information
3.2. Understand and convey intended meaning
3.3. Participate in variety of workplace discussions
3.4. Comply with organization requirements for the use of
written and electronic communication methods
4. Resource The following resources MUST be provided:
implications 4.1. Variety of Information
4.2. Communication tools
4.3. Simulated workplace
5. Method of Competency may be assessed through:
assessment 5.1. Competency in this unit must be assessed through
5.2. Direct Observation
5.3. Interview
6. Context of 6.1. Competency may be assessed in the workplace or in
assessment simulated workplace environment
UNIT OF COMPETENCY : LEAD SMALL TEAMS
UNIT CODE : 500311110
UNIT DESCRIPTOR : This unit covers the knowledge, skills and attitudes required
to lead small teams including setting and maintaining team
and individual performance standards.
of Variables
1. Provide team leadership 1.1. Work requirements are identified and
presented to team members
1.2. Reasons for instructions and requirements are
communicated to team members
1.3. Team members’ queries and concerns are
recognized, discussed and dealt with
2. Assign responsibilities 2.1. Duties, and responsibilities are allocated having
regard to the skills, knowledge and aptitude
required to properly undertake the assigned
task and according to company policy
2.2. Duties are allocated having regard to individual
preference, domestic and personal
considerations, whenever possible
3. Set performance 3.1. Performance expectations are established

expectations for team based on client needs and according to
members assignment requirements
3.2. Performance expectations are based on
individual team members duties and area of
responsibility
3.3. Performance expectations are discussed and
disseminated to individual team members
of Variables
4. Supervise team performance 4.1. Monitoring of performance takes place
against defined performance criteria and/or
assignment instructions and corrective action
taken if required
4.2. Team members are provided with feedback,
positive support and advice on strategies to
overcome any deficiencies
4.3. Performance issues which cannot be rectified
or addressed within the team are referenced to
appropriate personnel according to employer policy
4.4. Team members are kept informed of any changes in
the priority allocated to assignments or tasks which
might impact on client/customer needs and
satisfaction
4.5. Team operations are monitored to ensure that
employer/client needs and requirements are met
4.6. Follow-up communication is provided on all
issues affecting the team
4.7. All relevant documentation is completed in
accordance with company procedures
RANGE OF VARIABLES
VARIABLE RANGE
1. Work requirements May include but not limited to:
1.1. Client Profile
1.2. Assignment instructions
2. Team member’s concerns May include but not limited to:
2.1. Roster/shift details
3. Monitor performance May include but not limited to:
3.1. Formal process
3.2. Informal process
4. Feedback May include but not limited to:
4.1. Formal process
4.2. Informal process
5. Performance issues May include but not limited to:
5.1. Work output
5.2. Work quality
5.3. Team participation
5.4. Compliance with workplace protocols
5.5. Safety
5.6. Customer service

EVIDENCE GUIDE

competency 1.1. Maintained or improved individuals and/or team
performance given a variety of possible scenario
1.2. Assessed and monitored team and individual
performance against set criteria
1.3. Represented concerns of a team and individual to next
level of management or appropriate specialist and to
negotiate on their behalf
1.4. Allocated duties and responsibilities, having regard to
individual’s knowledge, skills and aptitude and the needs
of the tasks to be performed
1.5. Set and communicated performance expectations for a
range of tasks and duties within the team and
provided feedback to team members
2. Underpinning 2.1. Company policies and procedures
knowledge 2.2. Relevant legal requirements
2.3. How performance expectations are set
2.4. Methods of Monitoring Performance
2.5. Client expectations
2.6. Team member’s duties and responsibilities
3. Underpinning skills 3.1. Communication skills required for leading teams
3.2. Informal performance counseling skills
3.3. Team building skills
3.4. Negotiating skills
implications 4.1. Access to relevant workplace or appropriately simulated
environment where assessment can take place
4.2. Materials relevant to the proposed activity or task
5. Methods of Competency may be assessed through:
assessment 5.1. Direct observations of work activities of the individual
member in relation to the work activities of the group
5.2. Observation of simulation and/or role play involving the
participation of individual member to the attainment of
organizational goal
5.3. Case studies and scenarios as a basis for discussion of
issues and strategies in teamwork
6. Context of 6.1. Competency assessment may occur in workplace or any
assessment appropriately simulated environment
6.2. Assessment may be performed while tasks are being
undertaken whether individually or in-group
UNIT OF COMPETENCY: DEVELOP AND PRACTICE NEGOTIATION SKILLS
UNIT CODE : 500311111
UNIT DESCRIPTOR : This unit covers the skills, knowledge and attitudes required
to collect information in order to negotiate to a desired outcome
and participate in the negotiation.
ELEMENT Bold and italicized terms are elaborated in the
Range of Variables
1. Plan negotiations 1.1 Information on preparing for negotiation is
identified and included in the plan
1.2 Information on active listening is identified and
included in the plan
1.3 Information on different questioning techniques is
identified and included in the plan
1.4 Information is checked to ensure it is correct and up- to-
date
2. Participate in
2.1 Criteria for successful outcome are agreed upon by all
negotiations
parties
2.2 Desired outcome of all parties are considered
2.3 Appropriate language is used throughout the
negotiation
2.4 Variety of questioning techniques are used
2.5 Issues and processes are documented and agreed upon
by all parties
2.6 Possible solutions are discussed and their viability
assessed
2.7 Areas for agreement are confirmed and recorded
2.8 Follow-up action is agreed upon by all parties
RANGE OF VARIABLES
VARIABLE RANGE
1. Preparing for negotiation May include but not limited to:
1.1 Background information on other parties to the
negotiation
1.2 Good understanding of topic to be negotiated
1.3 Clear understanding of desired outcome/s
1.4 Personal attributes
1.4.1 self awareness
1.4.2 self esteem
1.4.3 objectivity
1.4.4 empathy
1.4.5 respect for others
1.5 Interpersonal skills
1.5.1 listening/reflecting
1.5.2 non verbal communication
1.5.3 assertiveness
1.5.4 behavior labeling
1.5.5 testing understanding
1.5.6 seeking information
1.5.7 self disclosing
1.6 Analytic skills
1.6.1 observing differences between content and
process
1.6.2 identifying bargaining information
1.6.3 applying strategies to manage process
1.6.4 applying steps in negotiating process
1.6.5 strategies to manage conflict
1.6.6 steps in negotiating process
1.6.7 options within organization and
externally for resolving conflict
2. Non verbal environments May include but not limited to:
2.1 Friendly reception
2.2 Warm and welcoming room
2.3 Refreshments offered
2.4 Lead in conversation before negotiation begins
VARIABLE RANGE
3. Active listening May include but not limited to:
3.1 Attentive
3.2 Don’t interrupt
3.3 Good posture
3.4 Maintain eye contact
3.5 Reflective listening
4. Questioning techniques May include but not limited to:
4.1 Direct
4.2 Indirect
4.3 Open-ended
EVIDENCE GUIDE

Competency 1.1 Demonstrated sufficient knowledge of the factors
influencing negotiation to achieve agreed outcome
1.2 Participated in negotiation with at least one person to
achieve an agreed outcome
2. Underpinning 2.1 Codes of practice and guidelines for the organization

knowledge and 2.2 Organizations policy and procedures for negotiations
attitude 2.3 Decision making and conflict resolution strategies
procedures
2.4 Problem solving strategies on how to deal with unexpected
questions and attitudes during negotiation
2.5 Flexibility
2.6 Empathy
3. Underpinning skills 3.1 Interpersonal skills to develop rapport with other parties
3.2 Communication skills (verbal and listening)
3.3 Observation skills
3.1 Negotiation skills

implications 4.1 Room with facilities necessary for the negotiation
process
4.2 Human resources (negotiators)

assessment 5.1 Observation/demonstration and questioning
5.2 Portfolio assessment
5.3 Oral and written questioning
5.4 Third party report
6. Context of 6.1 Competency to be assessed in real work environment or in a

assessment simulated workplace setting.
UNIT OF COMPETENCY : SOLVE PROBLEMS RELATED TO WORK ACTIVITIES
UNIT CODE : 500311112
UNIT DESCRIPTOR : This unit of competencies covers the knowledge, skills
and attitudes required to solve problems in the workplace
including the application of problem solving techniques and to
determine and resolve the root cause of problems.
Range of Variables
1. Identify the problem 1.1. Variances are identified from normal operating
parameters; and product quality
1.2. Extent, cause and nature are of the problem are
defined through observation, investigation and
analytical techniques
1.3. Problems are clearly stated and specified
2. Determine 2.1. Possible causes are identified based on
fundamental causes of experience and the use of problem solving
the problem tools / analytical techniques.
2.2. Possible cause statements are developed
based on findings
2.3. Fundamental causes are identified per results of
investigation conducted
3. Determine corrective 3.1. All possible options are considered for
action resolution of the problem
3.2. Strengths and weaknesses of possible options are
considered
3.3. Corrective actions are determined to resolve the
problem and possible future causes
3.4. Action plans are developed identifying
measurable objectives, resource needs and
timelines in accordance with safety and
operating procedures
4. Provide 4.1. Report on recommendations are prepared
recommendation/s to
4.2. Recommendations are presented to
manager appropriate personnel.
4.3. Recommendations are followed-up, if required
RANGE OF VARIABLES
VARIABLE RANGE
1. Analytical techniques May include but not limited to:

1.1. Brainstorming
1.2. Intuitions/Logic
1.3. Cause and effect diagrams
1.4. Pareto analysis
1.5. SWOT analysis
1.6. Gantt chart, Pert CPM and graphs
1.7. Scatter grams
2. Problem May include but not limited to:
2.1. Non – routine process and quality problems
2.2. Equipment selection, availability and failure
2.3. Teamwork and work allocation problem
2.4. Safety and emergency situations and
incidents
3. Action plans May include but not limited to:
3.1. Priority requirements
3.2. Measurable objectives
3.3. Resource requirements
3.4. Timelines
3.5. Co-ordination and feedback requirements
3.6. Safety requirements
3.7. Risk assessment
3.8. Environmental requirements
EVIDENCE GUIDE

competency
1.1. Identified the problem
1.2. Determined the fundamental causes of the problem
1.3. Determined the correct / preventive action
1.4. Provided recommendation to manager
These aspects may be best assessed using a range of scenarios /
case studies / what ifs as a stimulus with a walk through forming
part of the response. These assessment activities should include a
range of problems, including new, unusual and improbable
situations that may have happened.
2. Underpinning 2.1. Competence includes a thorough knowledge and

knowledge understanding of the process, normal operating
parameters, and product quality to recognize non-
standard situations
2.2. Competence to include the ability to apply and
explain, sufficient for the identification of
fundamental cause, determining the corrective
action and provision of recommendations
2.2.1. Relevant equipment and operational
processes
2.2.2. Enterprise goals, targets and measures
2.2.3. Enterprise quality, OHS and environmental
requirement
2.2.4. Principles of decision making strategies
and techniques
2.2.5. Enterprise information systems and data
collation
2.2.6. Industry codes and standards
3. Underpinning skills 3.1. Using range of formal problem solving techniques
3.2. Identifying and clarifying the nature of the problem
3.3. Devising the best solution
3.4. Evaluating the solution
3.5. Implementation of a developed plan to rectify the problem

implications
4.1. Assessment will require access to an operating plant over
an extended period of time, or a suitable method of
gathering evidence of operating ability over a range of
situations. A bank of scenarios / case studies / what ifs
will be required as well as bank of questions which will
be used to probe the reason behind the observable action.

assessment
5.1. Case studies on solving problems in the workplace
5.2. Observation
The unit will be assessed in a holistic manner as is practical and
may be integrated with the assessment of other relevant units of
competency. Assessment will occur over a range of situations,
which will include disruptions to normal, smooth operation.
Simulation may be required to allow for timely assessment of
parts of this unit of competency. Simulation should be based on
the actual workplace and will include walk through of the relevant
competency components.
6. Context of 6.1. In all workplaces, it may be appropriate to assess this unit

assessment concurrently with relevant teamwork or operation units.
UNIT OF COMPETENCY: USE MATHEMATICAL CONCEPTS AND
TECHNIQUES
UNIT CODE : 500311113
UNIT DESCRIPTOR : This unit covers the knowledge, skills and attitudes
required in the application of mathematical concepts and techniques.
Range of Variables
1. Identify mathematical tools 1.1 Problem areas are identified based on given
and techniques to solve condition
problem 1.2 Mathematical techniques are selected based on
the given problem
2. Apply mathematical 2.1 Mathematical techniques are applied based on the

procedure/solution problem identified
2.2 Mathematical computations are performed to the level
of accuracy required for the problem
2.3 Results of mathematical computation is
determined and verified based on job
requirements
3. Analyze results 3.1 Result of application is reviewed based on
expected and required specifications and
outcome
3.2 Appropriate action is applied in case of error
RANGE OF VARIABLES
VARIABLE RANGE
1. Mathematical techniques May include but are not limited to:
1.1 Four fundamental operations
1.2 Measurements
1.3 Use/Conversion of units of measurements
1.4 Use of standard formulas
2. Appropriate action May include but not limited to:

2.1 Review in the use of mathematical techniques
(e.g. recalculation, re-modeling)
2.2 Report error to immediate superior for proper
action
EVIDENCE GUIDE

competency 1.1 Identified, applied and reviewed the use of mathematical
concepts and techniques to workplace problems
2. Underpinning 2.1 Fundamental operation (addition, subtraction, division,

knowledge multiplication)
2.2 Measurement system
2.3 Precision and accuracy
2.4 Basic measuring tools/devices
3. Underpinning skills 3.1 Applying mathematical computations

3.2 Using calculator
3.3 Using different measuring tools

implications 4.1 Calculator
4.2 Basic measuring tools
4.3 Case Problems

assessment 5.1 Authenticated portfolio
5.2 Written Test
5.3 Interview/Oral Questioning
5.4 Demonstration
6. Context of 6.1 Competency may be assessed in the work place or in a

assessment simulated work place setting
UNIT OF COMPETENCY: USE RELEVANT TECHNOLOGIES
UNIT CODE : 500311114
UNIT DESCRIPTOR : This unit of competency covers the knowledge, skills, and
attitude required in selecting, sourcing and applying
appropriate and affordable technologies in the workplace.
Range of Variables
1.1 Usage of different technologies is determined

1. Study/select appropriate based on job requirements
technology 1.2 Appropriate technology is selected as per work
specification
2.1 Relevant technology is effectively used in carrying out

2. Apply relevant technology function
2.2 Applicable software and hardware are used as per task
requirement
2.3 Management concepts are observed and
practiced as per established industry practices
3.1 Maintenance of technology is applied in accordance

3. Maintain/enhance relevant with the industry standard operating procedure,
technology manufacturer’s operating guidelines and
occupational health and safety procedure to
ensure its operative ability
3.2 Updating of technology is maintained through
continuing education or training in accordance with job
requirement
3.3 Technology failure/ defect is immediately reported to
the concern/responsible person or section for
appropriate action
RANGE OF VARIABLES
VARIABLE RANGE
1. Technology May include but are not limited to:
1.1 Office technology
1.2 Industrial technology
1.3 System technology
1.4 Information technology
1.5 Training technology
2. Management concepts May include but not limited to:

2.1 Real Time Management
2.2 KAIZEN or continuous improvement
2.3 5s
2.4 Total Quality Management
2.5 Other management/productivity tools
3. Industry standard operating May include but are not limited to:
procedure 3.1 Written guidelines relative to the usage of
office technology/equipment
3.2 Verbal advise/instruction from the co-worker
4. Manufacturer’s operating May include but are not limited to:

guidelines/ instructions 4.1 Written instruction/manuals of specific
technology/ equipment
4.2 General instruction manual
4.3 Verbal advise from manufacturer relative to the
operation of equipment
5. Occupational health and safety May include but are not limited to:
procedure 5.1 Relevant statutes on OHS
5.2 Company guidelines in using
technology/equipment
6. Appropriate action May include but are not limited to:

6.1 Implementing preventive maintenance
schedule
6.2 Coordinating with manufacturer’s technician
EVIDENCE GUIDE

competency 1.1 Studied and selected appropriate technology
consistent with work requirements
1.2 Applied relevant technology
1.3 Maintained and enhanced operative ability of relevant
technology
2.1 Awareness on technology and its function

2. Underpinning
knowledge 2.2 Repair and maintenance procedure
2.3 Operating instructions
2.4 Applicable software
2.5 Communication techniques
2.6 Health and safety procedure
2.7 Company policy in relation to relevant technology
2.8 Different management concepts
2.9 Technology adaptability
3.1 Relevant technology application/implementation

3. Underpinning skills
3.2 Basic communication skills
3.3 Software applications skills
3.4 Basic troubleshooting skills
The following resources MUST be provided:

4. Resource
4.1 Relevant technology
implications
4.2 Interview and demonstration questionnaires
4.3 Assessment packages
Competency must be assessed through:

5. Methods of
assessment 5.1 Interview
5.2 Actual demonstration
5.3 Authenticated portfolio (related certificates of
training/seminar)
6.1 Competency may be assessed in actual workplace or

6. Context of
simulated environment
assessment
COMMON COMPETENCIES
UNIT OF COMPETENCY : ROSTER STAFF
UNIT CODE : TRS5311206
UNIT DESCRIPTOR : This unit covers the knowledge, skills, behavior and
motivations required to develop staff rosters. This role may be
carried out by operational supervisors and managers.
of Variables
1. Develop and implement staff 1.1 Staff rosters are developed in accordance with
rosters company agreements and wage budgets.
1.2 Operational efficiency and customer service levels are
maximized while wage costs are minimized in roster
development.
1.3 Duties are combined where appropriate to ensure
effective use of staff.
1.4 The available skills base is utilized appropriately to
roster the most effective mix of staff and to meet
different operational requirements.
1.5 Rosters are presented in required formats to ensure
clarity of information in accordance with company
standards.
1.6 Rosters are communicated to appropriate
colleagues within designated timelines.
2. Maintain staff records 2.1 Time sheets and other documentation are
completed accurately and within designated
timelines.
2.2 Staff records are updated accurately and
maintained or stored in accordance with establishment
procedures.
RANGE OF VARIABLES
VARIABLE RANGE
1. Staff rosters
May be for but are not limited to:
1.1 An individual department
1.2 A whole establishment
1.3 A specific project
2. Company agreements
May include but are not limited to:
2.1 Number of hours worked in a given shift
2.2 Overall number of hours allocated to different
staff members
2.3 Breaks between shifts
2.4 Nature of duties allocated
2.5 Use of permanent or casual staff
EVIDENCE GUIDE

competency 1.1 Demonstrated knowledge and understanding of the
factors and issues which impact upon staff rostering
1.2 Demonstrated familiarity with typical staff roster
formats and the key information to be included
1.3 Demonstrated the ability to prepare staff rosters which meet
wage budgets and which provide a level of staffing
sufficient to ensure the delivery of high quality
customer service.
2. Underpinning 2.1 The role of staff rosters and their importance in
knowledge controlling staff costs
2.2 Factors to be considered when developing rosters
2.3 Formats for the presentation of staff rosters and details to be
included
2.4 Knowledge on area of operation for which roster is
being developed.
3. Underpinning skills 3.1 Organizing information
3.2 Preparing staff rosters
implications 4.1 Project or work activities which allow the candidate to
prepare rosters for a workplace and to evaluate their cost
efficiency and operational effectiveness against nominated
standards
4.2 Preparation of more than one roster to meet the
staffing requirements of more than one operational situation

assessment 5.1. Evaluation of the staffing costs and service levels at an
event for which the candidate has prepared rosters
5.2. Oral or written questions to assess knowledge of
specific factors which affect the design of rosters
5.3. Review of portfolios of evidence and third party
workplace reports of on-the-job performance by the
candidate
6. Context for 6.1. Competency may be assessed in the workplace or in

assessment simulated workplace environment
6.2. Assessment may be performed while tasks are being
undertaken whether individually or in a group
UNIT OF COMPETENCY : CONTROL AND ORDER STOCK
motivations required to control and order stock in a range of
hospitality establishments. This role is generally carried out
by supervisors and team leaders.
of Variables
1. Maintain stock levels 1.1 Stock levels are monitored and maintained
and records according to company requirements.
1.2 Stock security is monitored and systems are
adjusted as required.
1.3 Stock reorder cycles are monitored and adjusted as
required.
1.4 Colleagues are informed of their individual
responsibilities in regard to the reordering of stock.
1.5 Records of stock storage and movement are
maintained in accordance with company
procedures.
1.6 Stock performance is monitored and fast/slow-
selling items are identified and reported in accordance
with company procedures.
2. Process stock orders 2.1 Orders for stock are processed accurately and in
accordance with company procedures.
2.2 Stock levels are maintained and recorded ensuring
information is complete, correct and current.
2.3 Incoming stock is checked against purchase and
supply agreements and all necessary details are
recorded.
3. Minimize stock losses 3.1 Stock losses are identified and recorded
according to company procedures.
3.2 Losses are reported in accordance with company
procedures.
3.3 Avoidable losses are identified and reasons
behind these losses are established.
3.4 Solutions to loss situations are recommended and
related procedures are implemented to prevent
future avoidable losses.
of Variables
4. Follow-up orders 4.1 The delivery process is monitored to ensure
agreed deadlines are met.
4.2 Continuity of supply is ensured by liaising with
colleagues and suppliers.
4.3 Routine supply problems are followed up or referred
to the appropriate person in accordance with
company policy.
4.4 Stock is distributed to agreed locations.
5. Organize and administer 5.1 Stocks are organized at appropriate intervals
stocks according to company policy and procedures.
5.2 Stocktaking responsibilities are allocated to staff.
5.3 Accurate stock reports are produced within
designated timelines.
RANGE OF VARIABLES
VARIABLE RANGE
1. Stock May include but is not limited to:
1.1 Food
1.2 Beverages
1.3 Equipment such as maintenance and cleaning

equipment, office equipment
1.4 Linen
1.5 Stationery
1.6 Brochures and promotional materials
1.7 Cleaning supplies and chemicals
1.8 Vouchers and tickets
1.9 Souvenir products
2. Stock losses May be due to the following:
2.1 Lack of rotation leading to product

deterioration
2.2 Inappropriate storage conditions
2.3 Access by pests or vermin
2.4 Theft
2.5 Overstocking
EVIDENCE GUIDE
1. Critical aspects Assessment requires evidence that the candidate:

of competency 1.1 Demonstrated the ability to maintain continuous stock supply
within a specific hospitality industry environment
1.2 Demonstrated the ability to meet accuracy and speed
requirements for completion and maintenance of stock
records
2. Underpinning 2.1 Stock level maintenance techniques as appropriate to the
knowledge industry sector
2.2 Typical stocktaking procedures as appropriate to the
industry sector
2.3 Stock recording systems
2.4 Stock security systems
2.5 Types of stock control documentation and systems that
may be applied in the hospitality industry
2.6 Reasons for stock loss and damage
3. Underpinning skills 3.1 Collect, organize and analyze information
3.2 Plan and organize activities
3.3 Application of underpinning knowledge
implications 4.1 Project or work activities that allow the candidate to
demonstrate stock control and monitoring over a period
of time
4.2 Use of real stock items
4.3 Use of industry-current stock control technology or
documentation
4.4 Involvement of internal/external suppliers
assessment 5.1 Review of activities undertaken by the candidate to
monitor stock for a given period of time for a specific
outlet
5.2 Written or oral questions to test knowledge of
reasons for procedures
5.3 Review of workplace reports and records related to
stock control, prepared by the candidate
5.4 Review of portfolios of evidence and third party
workplace reports of on-the-job performance by the
candidate
6. Context for 6.1 Competency assessment may occur in workplace or any
6.2 Assessment may be performed while tasks are being
undertaken whether individually or in a group
UNIT OF COMPETENCY : TRAIN SMALL GROUPS
UNIT DESCRIPTOR : This unit covers the requirements for planning, delivering
and reviewing training provided for the purposes of developing
competency on a one-to-one or small group basis.
of Variables
1. Prepare for trainings 1.1 Specific training needs are identified and confirmed
through consultation with appropriate personnel.
1.2 Training objectives are matched to identify to identify
competency development needs.
1.3 Training approaches are planned and documented.
2. Deliver training 2.1 Training is conducted in a safe and accessible

environment.
2.2 Training delivery methods appropriate to the
participant(s) needs, trainer availability, location and
resources are selected.
2.3 Strategies and techniques which facilitate the
learning process are employed.
2.4 Training objectives, sequence of activities and
assessment processes are discussed with training
participant(s).
2.5 Systematic approach to training is undertaken to meet
specific needs of training participant(s).
3. Provide opportunities for 3.1 Practice opportunities are provided to ensure that the
practices participants achieve the components of
competency.
3.2 Variety of methods for encouraging learning is
implemented to meet the individual needs of
participants.
of Variables
4. Review training 4.1 Participants are encouraged to self evaluate performance
and areas for improvement are identified.
4.2 Participants’ readiness for assessment is monitored and
assistance is provided with the collection of evidence
for satisfactory performance.
4.3 Training is evaluated against objectives in the context of
self-assessment, participant feedback, supervisor
comments and measurements.
4.4 Training details are recorded according to enterprise and
legislative requirements.
4.5 Results of evaluation are utilized to guide further
training.
RANGE OF VARIABLES
VARIABLE RANGE
1. Training needs May include but are not limited to:

1.1 Industry/enterprise or other performance
competency standards
1.2 Industry/workplace training practices
1.3 Job descriptions
1.4 Results of training needs analysis
1.5 Business plans of the organization which
identify skill development requirements
1.6 Standard operating and/or other workplace
procedures
2. Appropriate personnel May include but are not limited to:

2.1 Team leaders/supervisors/technical experts
2.2 Managers/employers
2.3 Training and assessment coordinators
2.4 Training participants
2.5 Representative from government regulatory
bodies
2.6 Union/employee representatives
3. Training delivery methods May include but are not limited to:
3.1 Presentations
3.2 Demonstrations
3.3 Explanations
3.4 Problem solving
3.5 Mentoring
3.6 Experiential learning
3.7 Group work
3.8 Job rotation
4. Strategies and techniques May include but are not limited to:
4.1 Active listening
4.2 Targeted questioning
4.3 Points of clarification
4.4 Group discussions
VARIABLE RANGE
5.Components of competency
5.1 Task skill
5.2 Task management skills
5.3 Contingency management skills
5.4 Job/role environment skills
5.5 Transfer and application of skills and
knowledge of new contents
6. Needs of participants Characteristics of training participants may include but
are not limited to:
6.1. Cultural, language, and educational
background
6.2. Gender
6.3. Physical ability
6.4. Level of confidence, nervousness or anxiety
6.5. Age
6.6. Previous experience with the topic
6.7. Experience in training and assessment
EVIDENCE GUIDE

competency 1.1. Demonstrated the ability to identify specific training
needs and required competency outcomes.
1.2. Demonstrated the ability to outline the training approach and
steps to be followed.
1.3. Demonstrated the ability to identify training participant(s) and
delivery method(s) to be used
1.4. Demonstrated the ability to organize and conduct the
training.
2. Underpinning 2.1. Identification of evidence of competency
knowledge 2.2. Competency in the units being taught
2.3. Training delivery methods
3. Underpinning skills 3.1. Planning and documenting training approaches
3.2. Training delivery methods
3.3. Training strategies and techniques which facilitate
learning process
3.4. Correct use of equipment and presentation skills
appropriate for the training
3.5. Communication skills (written and oral)

implications 4.1. Project or work activities that allow the candidate to
demonstrate planning, conducting and review of training on a
one-to-one or small group basis.
4.2. Access to records, logbooks, reports and other sources of
information about the operation and/or the personnel.
assessment 5.1 Direct observation of performance in the conduct of the
training
5.2 Evaluation of the training plans and documents prepared by
the candidate
5.3 Oral or written questions to assess knowledge in training
needs analysis
6.2 Assessment may be performed on multiple occasions
involving a combination of direct, indirect and
supplementary forms of evidence.
UNIT OF COMPETENCY : ESTABLISH AND CONDUCT BUSINESS
RELATIONSHIPS
UNIT DESCRIPTOR : This unit covers the skills and knowledge required to
manage business relationships with customers or suppliers
within a tourism or hospitality context. It focuses on the
relationship building and negotiation skills.
of Variables
1. Establish and conduct 1.1 Relationships are established in a manner that
business relationships promotes goodwill and trust between the enterprise,
its customers and suppliers.
1.2 Trust and respect are built in business
relationships through use of effective
communication skills and techniques
1.3 Opportunities to maintain regular contact with
customers and suppliers are identified and taken up.
2. Conduct negotiations 2.1 Negotiations are conducted in a business-like

and professional manner within the relevant cultural
context.
2.2 Negotiations are conducted in the context of the
current enterprise marketing focus.
2.3 Benefits for all parties in the negotiation are maximized
through use of established techniques and in the
context of establishing long term relationships.
2.4 Feedback and input from colleagues are
incorporated into the negotiation.
2.5 The results of negotiations are communicated to
appropriate colleagues and stakeholders within the
appropriate timeframes.
of Variables
3. Make formal business 3.1 Agreements are confirmed in writing using formal
agreements contracts and in accordance to enterprise requirements.
3.2 Appropriate approvals for all aspects of formal
agreements are checked and obtained in accordance
with enterprise procedures.
3.3 The need for specialist advice in the development of
contracts is identified and sought where appropriate.
4.Foster and maintain 4.1 Information needed to maintain sound business

business relationships relationships are pro-actively sought, reviewed and
acted upon.
4.2 Agreements are honored within the scope of
individual responsibility.
4.3 Adjustments to agreements are made in consultation
with the customer/supplier and information is shared
with appropriate colleagues.
4.4 Relationships are nurtured through regular
contact.
RANGE OF VARIABLES
VARIABLE RANGE
1. Business relationships
1.1 Customers
1.2 Suppliers
1.3 Government agencies
1.4 Concessionaires
2. Opportunities
2.1 Informal social occasions
2.2 Industry functions
2.3 Association membership
2.4 Co-operative promotions
2.5 Program of regular telephone contact
3. Negotiations
3.1 Corporate accounts
3.2 Service contacts
3.3 Agency agreements
3.4 Venue contracts
3.5 Rate negotiations
3.6 Marketing agreements
3.7 Preferred product agreements
4. Techniques
4.1. Identification of goals, limits
4.2. Clarification of needs of all parties
4.3. Identifying points of agreement and points of
difference
4.4. Preparatory research of facts
4.5. Active listening and questioning
4.6. Non-verbal communication techniques
4.7. Appropriate language
4.8. Bargaining
4.9. Developing options
4.10. Confirming agreements
4.11. Appropriate cultural behavior
EVIDENCE GUIDE

competency 1.1 Demonstrated the ability to conduct successfully business
negotiations
1.2 Demonstrated the ability to build and maintain relationships o
achieve successful business outcomes
1.3 Demonstrated the knowledge and understanding of the current
environment and major industry issues in which tourism
and/or hospitality businesses operate.
2. Underpinning 2.1 Business environment including major industry issues in
knowledge which the tourism and hospitality industry operates.
2.2 Legal issues that affect negotiations and contracts
2.3 General knowledge about contracts.
3. Underpinning skills 3.1 Negotiation and communication techniques appropriate to
negotiations.
3.2 Interpersonal skills
3.3 Mathematical skills i.e. calculating profit margins for the
contract
implications 4.1. Project or work activities conducted over a period of time so that
all aspects of the unit can be assessed.
4.2. Relationship-building and negotiation activities with a range of
individuals with whom the candidate has an actual or potential
business relationship.
assessment 5.1. Evaluation of negotiation and business relationships or
agreements conducted or made by the candidate
5.2. Evaluation of reports prepared by the candidate detailing how
the negotiation aspects of a project were managed.
5.3. Case studies to assess application of knowledge to
business situations.
6. Context for 6.1. Competency assessment may occur in workplace or any
6.2. Assessment may be performed on multiple occasions
involving a combination of direct, indirect and supplementary
forms of evidence.
CORE COMPETENCIES
UNIT OF COMPETENCY: PLAN AND DEVELOP EVENT PROPOSAL OR BID
motivations required to plan and develop proposals and bids for
the staging of meetings and events. Depending on the context,
this role could be performed by a wide range of individuals
including event managers, local or regional tourism managers,
venue managers and marketing managers.
Range of Variables
1. Interpret event brief 1.1 Contents of the event brief are accurately
interpreted and the company’s capacity to meet
stated requirements is assessed.
1.2 Action required for the development of the
proposal or bid is identified and planned.
1.3 Liaison with customer is undertaken to
clarify requirements when appropriate.
2. Develop proposal and bid details 2.1 Details for inclusion in the proposal/bid are
developed after consultation with suppliers and
other relevant agencies.
2.2 Options to meet and, where possible, exceed
the expectations of the customer are
developed, including integration of current
and emerging technology.
2.3 Possible competitors are evaluated and strategies
to address competitive issues are developed.
3. Develop bid materials 3.1 Bid materials are prepared within the
designated time lines in accordance with the
requirements of the brief.
3.2 Materials are presented in a format that
maximizes the use of presentation and
promotional techniques.
Range of Variables
4. Submit or present the bid or proposal on 4.1 The proposal/bid is delivered within the
time prescribed time line.
4.2 Proposal/bid presentation is conducted with
maximum visual/retention impact.
RANGE OF VARIABLES
VARIABLE RANGE
1. Details May include but are not limited to:

1.1 General concepts and themes
1.2 Business program / Conference program
1.3 Social program
1.4 Costs
1.5 Touring (Pre-and post-tours, spouse program)
1.6 Accommodation
1.7 Entertainment
1.8 Staging
1.9 Special features
1.10 Sample promotional materials
1.11 References and details of other successful
undertakings
1.12 Company information (e.g. structure, personnel)
1.13 Support statements, endorsement from previous
clients
1.14 Approach to environmental impacts and issues
1.15 Proposals relating to use of technology
EVIDENCE GUIDE
1. Critical aspects of Assessment requires evidences that the candidate:

competency 1.1 Demonstrated ability to undertake the proposal/bidding
process for a specific meeting/event, including effective
assessment of the event brief, coordination of all details and
resources to meet the bid requirements and professional
presentation of bid materials and documents.
1.2 Demonstrated knowledge of typical bid/proposal
requirements and formats.
2. Underpinning 2.1 Components required for meeting/event proposals and bids

knowledge and product knowledge in relation to those components
2.2 Networks and interrelationships of different industry
sectors in relation to meeting/event proposal/bids
2.3 Presentation techniques for proposal and bid materials,
including current technology
3. Underpinning skills 3.1 Assessing quotes and product information from suppliers to
make an effective selection
3.2 Creating an effective presentation format for the bid
document
3.3 Allocating responsibilities to team members and
monitoring progress on bid preparations
3.4 Running team meetings to monitor progress
3.5 Making cost estimates for inclusion in the bid document
3.6 Creating a proposal from scratch within an extremely
short timeframe
3.7 Designing an animated computer presentation
4. Resource implications The following resources MUST be provided:
4.1 Bid documents, event brief and/or case studies relevant to
events planning and bidding
4.2 Office equipment and materials, including equipment for oral
and visual presentations
4.3 Liaison with the customer and potential suppliers
assessment 5.1 Oral questioning or interview
5.2 Review of portfolios of evidence of on-the-job
performance by the candidate
5.3 Third-party workplace reports of on-the-job performance by
the candidate

UNIT OF COMPETENCY: DEVELOP AN EVENT CONCEPT
motivations required to develop the overall concept, theme and
format for a major event comprising multiple components. An
event manager would generally undertake this process at the
commencement of the event management cycle in consultation
with the stakeholders, including PR/advertising people.
Sometimes the concept development phase is undertaken as part
of the bidding process.
ELEMENT
Bold and italicized terms are elaborated in the
Range of Variables
1. Identify overall event 1.1. Key objectives and components of the event
objectives and scope are identified, clarified and agreed in consultation
with the stakeholder.
1.2. Key information is analyzed and stakeholders are

consulted to determine the scope of the event.
1.3. Internal and external factors which may impact

on the event are analyzed.
2. Establish event concept 2.1. Overall event concept, theme and format are
theme and format developed which reflect key objectives and meet the
needs of the potential audience.
2.2. Creative elements are incorporated into the event

concept and theme.
2.3. Operational practicality and cohesiveness of the

concept, theme and format are verified through
consultation and analysis.
2.4. Summary of key logistical requirements is

developed based on the overall concept, theme and
format.
2.5. Accurate and complete information on the concept,

theme, and format are provided to all relevant
stakeholders to facilitate timely and effective
planning and implementation.
2.6. Approval from relevant stakeholders is obtained prior

to implementation.
RANGE OF VARIABLES
VARIABLE RANGE
1. Key objectives and May include but are not limited to:
components of the event 1.1 Multiple contractors
1.2 Substantial catering (not simply afternoon snacks)
1.3 Multiple speakers, performers or exhibitors
1.4 Requirement for display, decoration or theming
2. Stakeholder May include but is not limited to:
2.1 Event principal
2.2 Local community
2.3 Organizing committees
2.4 Local authorities
2.5 Customers
2.6 Colleagues
2.7 Staging contractors
2.8 Entertainers
3. Scope May include but is not limited to:
3.1 Theme/Motif of Event
3.2 Size and number of guests/delegates
3.3 Audience/participant needs
3.4 Location(s)
3.5 Duration
3.6 Financial investment and other resourcing issues
VARIABLE RANGE
4. Internal and external factors May include but are not limited to:
4.1 Resource availability (e.g. human, financial,
physical)
4.2 Potential for attraction of additional resources
(e.g. sponsorship, co-hosting)
4.3 Level of management commitment
4.4 Restrictions on lead time
4.5 Potential levels of participation and interest
4.6 Competitive environment
4.7 Timing and duration factors (e.g. impact of public
holidays and other public events)
4.8 Potential contributors
4.9 Talent requirements
4.10 Climate
4.11 Access factors
4.12 Marketing and promotional issues (e.g.
potential for media coverage)
5. Key logistical requirements May include but are not limited to:
5.1 Venue decoration
5.2 Talent
5.3 Stage set-up and design
5.4 Catering
5.5 Technical effects (e.g. sound, lighting, audio-
visual)
5.6 Collateral materials
EVIDENCE GUIDE

competency 1.1 Demonstrated ability to develop a concept and format that
reflects event objectives.
1.2 Demonstrated ability to develop concept that is operationally
practical and which results in the achievement of objectives.
1.3 Demonstrated knowledge of typical formats for different
styles of events.
1.4 Demonstrated knowledge of the creative options to be
considered when developing an event concept.
2. Underpinning 2.1. Key stakeholders for different types of events

knowledge 2.2. Internal and external factors to be considered when
developing an event concept
2.3. Key management issues that impact on development of an event
concept
2.4. Creative options for different types of event
3. Underpinning skills 3.1 Completing and reporting on an internal research process to
determine key factors affecting a corporate event
3.2 Developing concept, theme and format proposals for
presentation to an event organizing committee
3.3 Liaising with multiple potential contractors to develop an
event concept within a very short timeframe
3.4 Coordinating a brainstorming session to develop the
creative elements of an event
3.5 Estimating costs for particular concepts and formats
3.6 Developing a solution to a situation where the event principal’s
desire for a particular creative component does not fit with the
overall concept
3.7 Using computer software to develop an animated
presentation on an event concept
4.1 Standard office electronic equipment

4.2 Event brief and requirements
4.3 Access to and interaction with event industry suppliers
4.4 Involvement of and interaction with an event principal or
organizing group
assessment 5.1 • Evaluation of concept through a review of candidate’s
output/s.
5.2 Oral questions to assess knowledge of the range of key market
factors and management issues to be considered in the concept
development phase.
5.3 • Review of portfolios of evidence and third-party workplace
reports of on-the-job performance by the candidate.
forms of evidence.
UNIT OF COMPETENCY: DEVELOP EVENT PROGRAM
motivations required to design an event program. Event managers,
either internal or external to the sponsoring organization, would
generally undertake this role.
ELEMENT PERFORMANCE CRITERIA

Bold and italicized terms are elaborated in the Range of
Variables
1.1 Overall context and scope of the conference are

1. Identify conference objectives
identified.
1.2 Specific conference objectives are developed and
agreed on in consultation with relevant colleagues
and/or customers.
2.1 Dates and times are set to meet agreed
2. Design event program
objectives.
2.2 Theme is developed to complement event
objectives.
2.3 Overall event format is developed within known
budget, venue and staging constraints.
2.4 Relevant components for the program are
identified, designed and integrated.
2.5 Use of appropriate technological options are
identified and integrated in program
development.
2.6 Business program based on principles of adult
learning is developed to incorporate an appropriate
range of activities.
3.1 Proposed event program is presented to the
3. Finalize program details
appropriate people within required timeframe.
3.2 Approval of program details is obtained in
accordance with agreed procedures.
3.3 Appropriate actions are initiated in relation to the
dissemination and publication of event program.
RANGE OF VARIABLES
VARIABLE
RANGE
1. Relevant components May include but are not limited to:

1.1 Business program
1.2 Breaks
1.3 Food and beverage
1.4 Social program
1.5 Pre and post touring elements
2. Business program Issues may include but are not limited to:
2.1 Workshops
2.2 Plenary sessions
2.3 Break-out sessions
2.4 Keynote speakers
2.5 Facilitators
2.6 Speaker availability
2.7 Venue-related issues
2.8 Technology
53
EVIDENCE GUIDE

competency 1.1 Demonstrated ability to design a practical event program to meet
overall objectives and the needs of the target audience within
budget guidelines.
1.2 Demonstrated detailed knowledge of the range of options
available to conference organizers in terms of venues, staging,
format and pre/post touring components.
2. Underpinning 2.1 Typical conference session formats
knowledge 2.2 Range of options for event staging and venue set-ups
2.3 Principles of adult learning
2.4 Needs of different segments o the market in relation to
conference activities (e.g. corporate, associations,
government)
3. Underpinning skills 3.1 Assessing and selecting optimum pre-and post-touring
options or social events for a given event
3.2 Presenting a draft event proposal to the sponsoring
organization
3.3 Developing a precise schedule for all event activities
3.4 Running a mind-mapping session with colleagues to
source ideas for an event program
3.5 Calculating costs to ensure they remain within budget
guidelines
3.6 Adjusting a draft program to meet a 20% budget cutback
3.7 Using a computer to calculate costs
implications 4.1 Office equipment and materials, including equipment for oral
4.2 Project or work activities that allow the candidate to
develop a program for an event that is actually held
4.3 Involvement of a sponsoring organization or individual with
whom the candidate must liaise
4.4 Involvement of a team in event program development
assessment 5.1 Oral questioning to assess knowledge of programming for
different types of conferences and/or events.
5.2 Review of portfolios of evidence of on-the-job performance by
the candidate.
the candidate.
UNIT OF COMPETENCY : SELECT EVENT VENUE AND SITE
motivations required to undertake the venue/site selection process
for a major event comprising multiple components. It requires the
application of significant analytical and research skills to complete
the process of matching an event to a particular site or venue.

Variables
1.1 Event-specific venue or site requirements are analyzed

1. Analyze venue or site
based on detailed review of all aspects of the
requirements
proposed event, including multiple components.
1.2 Accurate and complete venue or site
specifications are developed to facilitate the
research process.
1.3 Needs of all stakeholders, including those with
disabilities, are integrated into venue or site
specifications.
2.1 Potential venues or sites are researched, using

2. Source event venues or sites
appropriate information sources and research
methods.
2.2 Suitability of venues or sites is assessed based on
comparison of services offered with specifications.
2.3 Need for and the nature of contingency planning
required by specific venues or sites are assessed.
2.4 Venue or site capacity to deliver quality outcomes in
relation to customer service, cooperative management,
and past experience is assessed.
2.5 Negotiation and liaising with personnel from potential
venues or sites are undertaken to ensure all event
requirements can be met and to address potential
problem areas.
2.6 Need for tentative bookings is assessed and
prompt action is taken.
2.7 Multiple site and venue selection is coordinated in a
logical manner when required.
Variables
2.8 Clear and accurate briefings on venue or site options are

provided to colleagues and key stakeholders to include
recommendations and rationale.
3.1 Venue or site arrangements are accurately confirmed

3. Confirm venue or site
in writing when the selection process is finalized.
arrangements
3.2 Venue or site contracts are reviewed and signed
within appropriate timeframes and within the scope of
individual responsibility.
3.3 Specific venue and site planning issues are
integrated into overall event management
systems promptly.
RANGE OF VARIABLES
VARIABLE
RANGE
1. Aspects May include but are not limited to:

1.1 Overall theme and image
1.2 Estimated numbers
1.3 Facilities and services to be provided
1.4 Budget
1.5 Audience/delegate profile and location
2. Multiple components May include but are not limited to:
2.1 Multiple contractors
2.2 Substantial catering (i.e. not simply afternoon
snacks)
3. Venue or site specifications May include but are not limited to:
3.1 Availability
3.2 Facilities and services (e.g. catering, size of area,
protection from the elements, equipment)
3.3 Staging
3.4 Capacity
3.5 Budget parameters
3.6 Entry and exit points
3.7 Access and timing (set-up and breakdown)
4. Stakeholders May include but are not limited to:
4.1 Attendees/delegates/guests
4.2 Host organization
4.3 Contractors/suppliers
4.4 Sponsors
4.5 Emergency services
4.6 Regulatory authorities
VARIABLE
RANGE
5. Information sources May include but are not limited to:

5.1 Local/regional/municipal tourism organizations
5.2. Philippine Convention and Visitors Corporation (PCVC)
5.3 Venue publications and directories
5.4 Destination brochures
5.5 Trade journals
5.6 Internet
6. Research methods May include but are not limited to:

6.1 Using personal event industry networks
6.2 Desk research
6.3 Calling for tenders
6.4 Personal venue or site inspection
EVIDENCE GUIDE

competency 1.1 Researched evaluated and selected an appropriate venue or site
for a nominated event comprising multiple components.
1.2 Interpreted the range of information used in the venue and site
selection process.
1.3 Demonstrated knowledge of the different venue and site
options within the local area.
2. Underpinning 2.1 Different styles of venues and sites, services offered and their
knowledge suitability for particular event types
2.2 Venue and site options within a given locality
2.3 Presentation styles for venue and site information and
interpretation of this information
2.4 Sources for information on venue and site
2.5 • Features and requirements of a typical venue or site
contracts
2.6 • Typical operational structures within a venue including relevant
personnel, internal networks and interrelationships and reporting
structures.
3. Underpinning skills 3.1 Analyzing information from a range of venues or sites and
assessing suitability
3.2 Developing an event specification document
3.3 Selecting and booking venues for an event
3.4 Running a venue sub-committee meeting to assess venue
options
3.5 Calculating floor space requirements for a given event
3.6 Adjusting venues and dates when venue availability is
limited
implications 4.1 Office equipment and material, including equipment for oral
4.2 Venue/site selection process for an event which becomes an
event managed by the candidate
4.3 Access to venues and sites relevant to different types of
events
4.4 Current industry documentation and publications relating to
venues and sites
4.5 Access to and liaison with venue personnel during the
selection process
4.6 Involvement of and consultation with event stakeholders
assessment 5.1 Oral questioning/Interview
5.2 Evaluation of candidate’s output/s showing documentation and
specifications.
the candidate.
forms of evidence.
UNIT OF COMPETENCY : DEVELOP AND UPDATE EVENT INDUSTRY
KNOWLEDGE
motivations required to develop and update general knowledge of
the meetings and events industry including industry structure, legal
issues and current technology. This knowledge underpins effective
performance in all meeting and event organization and
management roles.

Variables
1.1 Sources of information on the event industry are

1. Source and apply information on
identified correctly.
the structure and operation of
the event industry 1.2 Knowledge of the event industry is used I the
correct context to enhance the quality of work
performance.
2.1 Information on legal and ethical issues are
obtained to assist effective work performance.
ethical and legal issues for the
event industry 2.2 Day-to-day event organization activities are
conducted in accordance with legal obligations and
ethical industry practices.
3.1 Information on current and emerging
event industry technology technologies that impact on the event
organization process are obtained.
3.2 The potential effects of different technologies on the
event organization process are assessed.
3.3 Knowledge of current and emerging technology is
applied in day-to-day work activities.
4.1 A range of opportunities is identified and used to
4. Update event industry knowledge
update knowledge of the events industry.
4.2 Current issues of concern to the industry are
monitored.
4.3 Updated knowledge is shared with customers and
colleagues as appropriate, and incorporated into day-
to-day work activities.
RANGE OF VARIABLES
VARIABLE
RANGE
1. Information May include but is not limited to:

1.1 Industry structure
1.2 Different event types and staging elements
1.3 Event protocols
1.4 Major industry bodies/associations
1.5 Impacts of events on local economies
1.6 Trends
1.7 Career opportunities
2. Event May include but is not limited to:
2.1 Conferences
2.2 Symposia
2.3 Exhibitions
2.4 Festivals
2.5 Promotions
2.6 Shows
2.7 Sporting events
2.8 Parades
2.9 Cultural celebrations
2.10 Trade and consumer shows
2.11 Social events
2.12 Public events
2.13 Corporate events
2.14 Charitable, fund-raising events
3. Legal and ethical issues May include but are not limited to:
3.1 Public liability
3.2 Duty of care
3.3 Licensing
3.4 Risk management
3.5 Occupational health and safety
VARIABLE
RANGE
4. Ethical industry practices May include but are not limited to:
4.1 Commission procedures
4.2 Bookings at venues
4.3 Confidentiality
4.4 Overbooking
4.5 Sub-contracting
4.6 Pricing
5. Technologies May include but are not limited to:
5.1 Project management systems
5.2 Delegate registration and tracking systems
5.3 CAD systems
5.4 Internal venue booking systems
6. Opportunities May include but are not limited to:
6.1 Industry seminars
6.2 Training course
6.3 Industry association membership
6.4 Participation in events industry association
activities
6.5 Informal networking with colleagues
6.6 Reading industry journals
6.7 Web search
EVIDENCE GUIDE

competency 1.1 Demonstrated • general knowledge of the events industry.
1.2 Demonstrated understanding of how industry knowledge can
be applied to work activities to maximize effective
performance.
1.3 Demonstrated • knowledge of ways to maintain currency of
knowledge.
2. Underpinning 2.1 Main types of events including the following for different
knowledge event types:
 Objectives/roles
 Scope
 Nature of audience
 Key stakeholders
 Key elements of staging an event
2.2 Structure and function of the events industry, including:
 Relationships between the events industry and other
industries such as entertainment
 Businesses and organizations involved in the
industry
 Key motivations for hosting events
2.3 Role and impact of events on local economies
2.4 • Legal and ethical issues that impact on event management
including overview of relevant legislation
2.5 Current and emerging technology for different aspects of the
event management process
3. Underpinning skills 3.1 Deciding whether to join an industry association based on
evaluation of promotional materials
3.2 Coordinating with clients on protocol requirements for a
given event
3.3 Organizing a personal program of professional
development activities for the upcoming year
3.4 Discussing industry developments with colleagues
3.5 Responding to a situation at a particular type of event
where candidate has no knowledge of its components
3.6 Using the internet to source information on the events
industry

assessment 5.1 Oral questioning to assess knowledge of different aspects of the
events industry.
5.2 • Review of portfolios of evidence of on-the-job
performance by the candidate.
5.3 Third-party workplace reports of on-the-job performance by the
candidate.
assessment appropriately simulated environment.
UNIT OF COMPETENCY : PROVIDE ON-SITE EVENT MANAGEMENT SERVICES
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.

Variables
1.1 Plans for on-site management are developed in
1. Prepare for on-site management
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.
2.1 Contact with the nominated contractor personnel is
2. Oversee meeting/event set- up
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.
Variables
3.1 Sessions and activities are monitored throughout the

3. Monitor meeting/event operation
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.
RANGE OF VARIABLES
VARIABLE
RANGE
1. Procedures May include but are not limited to:

1.1 Registrations
1.2 Organizing committee
1.3 Record-keeping and reporting
1.4 Special needs
1.5 Risk management
1.6 Crowd control
1.7 Event timings
1.8 Contractor communication
2. Materials May include but are not limited to:
2.1 Running sheets
2.2 Copies of agreements with clients
2.3 Copies of agreements with all contractors
2.4 Contact numbers for all contractors and staff
2.5 Briefing papers
3. Contractors May include but are not limited to:
3.1 Venues
3.2 Speakers
3.3 Staging and audio visual suppliers
3.4 Display suppliers
3.5 Caterers
3.6 Entertainers
3.7 Equipment hire companies
4. Aspects of the event or meeting May include but are not limited to:
4.1 Availability of all materials and equipment
4.2 Room set up
4.3 Staging
4.4 Technical equipment
4.5 Display and signage
4.6 Food and beverage arrangements
4.7 Registration areas
VARIABLE
RANGE
5. Deficiencies and discrepancies May include but are not limited to:
5.1 Incorrect room set ups
5.2 Incorrect staging
5.3 Faulty or non availability of technical equipment
5.4 Lack of equipment to manage displays and
signage
5.5 Shortage of food and beverage
5.6 Inappropriate space at registration areas
6. Communication and control May include but are not limited to:
mechanisms 6.1 Guidelines on reporting lines during the event
6.2 Regularity of updates to event managers
6.3 Specific performance indicators
6.4 Contingency plans
7. Breakdown May include but is not limited to:
7.1 Packing and removal of all materials and
equipment
7.2 Final check of venue
7.3 Checking and signing of accounts with contractors
EVIDENCE GUIDE

competency 1.1 Demonstrated ability to manage the on-site operation of a
meeting or event including all aspects of preparation, set up,
operation and move out.
1.2 Demonstrated knowledge of the range of issues and
problems that may arise during the conduct of
meetings/events.
2. Underpinning 2.1 Typical on-site events management systems and
knowledge procedures
2.2 Logistics for on-site management including contractor
communication mechanisms and protocols (e.g. main liaison
person within a venue, hierarchy of control, walkie- talkie
options)
2.3 • Running sheets and how they are used
2.4 • Importance of and techniques for managing stress and time
during the operation of an event
2.5 Characteristics of written contractor documentation including
event order and other technical specifications
2.6 Safety/risk issues associated with the movement of
numbers of people at meeting and event venues
3. Underpinning skills 3.1 Negotiation skills in specific relation to time constraints of on-
site activities
3.2 Checking all aspects of the event or meeting set up against the
pre-arranged agreements
3.3 Providing a pre-event briefing to operational staff and
suppliers
3.4 Discussing problems with operational staff and providing
advice on how to solve them
3.5 Developing plans for on-site management
3.6 Preparing service reconfirmation checklists
3.7 Providing instructions to operational team members,
briefing and debriefing suppliers and staff
3.8 Checking capacity of venue outlets against numbers of
registrations
3.9 Checking and signing accounts in accordance with supplier
agreements
3.10 Identifying room set up deficiencies and discrepancies in supply
of equipment and taking prompt action to rectify the situation
3.11 Creating and collating a computerized running sheet
4.1 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
4.2 Involvement of a team of operational staff involved in
delivering a meeting or event
4.3 • Involvement of suppliers of equipment and services
4.4 Realistic ratios of operational staff to delegates and guests
4.5 Presence of commercially-realistic time pressures related to the
operation of an event
4.6 Use of meeting and event operational documents and
equipment

assessment 5.1 Direct observation with Oral Questioning of actual event
managed by candidate
5.2 • Evaluation of candidate’s outputs such as running sheets, site
management plans, review of staff or supplier briefing documents
and reconfirmation checklists.
5.3 Review of portfolios of evidence and third party workplace
reports of on-the-job performance by the candidate.
5.4 Third Party Report
6.2 Assessment may be performed on multiple occasions involving a
combination of direct, indirect and supplementary forms of
evidence.
UNIT OF COMPETENCY : MANAGE CONTRACTORS FOR INDOOR EVENTS
motivations required to manage the staging and operation of a
major indoor event comprising multiple components. It does not
cover the high levels of technical expertise required to actually
provide these services, but focuses on the key knowledge and skills
required to oversee the process from an organizational and
contractor management perspective.

Variables
1.1 Event staging requirements are analyzed

1. Identify event operational
based on detailed review of all aspects of the
requirements
proposed event with multiple components.
1.2 An accurate summary of staging requirements is
developed for each event component in consultation
with key stakeholders.
1.3 Safety and risk management issues are incorporated
into all planning documentation and processes.
2.1 Appropriate contractors are identified and

2. Source contractors
sourced to provide services for the event.
2.2 Accurate briefings or specifications on precise
staging requirements are provided to contractors.
2.3 Complete and timely quotations for the provision of
services are obtained.
2.4 Quotations are analyzed and contractors are
selected in consultation with key stakeholders.
2.5 Agreements with contractors are confirmed in writing
to include details and costs of all services.
3.1 Progress, including safety issues, is monitored at
3. Monitor contractors
regular intervals through ongoing liaison with
contractors and other stakeholders.
3.2 Need for adjustments is identified and
appropriate changes are organized with
confirmation in writing.
3.3 Adjustments are negotiated to maintain the
integrity and quality of the event.
Variables
3.4 Work completed is evaluated against event requirements

and time schedules and appropriate action is taken to
address delays.
RANGE OF VARIABLES
VARIABLE
RANGE
1. Staging requirements May include but are not limited to:

1.1 Exhibition set-up
1.2 Audio-visual
1.3 Display and decoration
1.4 Furniture
1.5 Special effects
1.6 Entertainment
1.7 Lighting
1.8 Sound
1.9 Stage design
1.10 Rigging
1.11 Catering and catering set-up
1.12 Security
2. Multiple components May include but are not limited to:
2.1 Multiple contractors
2.2 Substantial catering (not simply afternoon snacks)
3. Contractors May include but are not limited to:
3.1 Venues
3.2 • Speakers
3.3 • Staging and audio visual suppliers
3.4 • Display suppliers
3.5 • Caterers
3.6 • Entertainers
3.7 Equipment hire companies
4. Specifications May include but are not limited to:
4.1 Price
4.2 Performance standards
4.3 Timelines
4.4 Technical specifications for equipment
4.5 Theme-related requirements
VARIABLE
RANGE
4.6 Regulatory requirements

4.7 Previous experience
EVIDENCE GUIDE

competency 1.1. Demonstrated general knowledge of all event staging
services and terminology.
1.2. Demonstrated ability to organize and coordinate multiple
contractors as part of the overall event management process.
2. Underpinning 2.1 Roles and responsibilities of organizations involved in event

knowledge staging
2.2 Fundamentals of Obligations and Contracts
2.3 Suppliers of staging services and sources of information on
staging services
2.4 Risk management issues to be considered for key areas of event
staging
2.5 Knowledge of terminology, services and key technology in key
areas of staging including:
 Catering
 Venue decoration
 Audio-visual options
 Sound amplification
 Lighting
 Rigging
 Live entertainment
 Registration areas
 Display
 Security
 Electronic media coverage of events
 Safety equipment
2.6 The key inclusions for contractor briefing or specification
documents
3. Underpinning skills 3.1 Assessing competitive quotes from staging suppliers
3.2 Developing a tender brief for staging suppliers
3.3 Appointing and managing multiple suppliers before, during and
after an event
3.4 Negotiating with suppliers on changing requirements
3.5 Calculating numbers of exhibition panels required for a trade
show
3.6 Negotiating with a supplier who is failing to meet contract
obligations
3.7 Creating different staging scenarios

4.2 Access to venues for staging of an indoor event
4.3 • Access to all equipment required for the staging of an event
4.4 Liaison with and involvement of multiple contractors

assessment 5.1 Evaluation of candidate’s output to review documentation used
to manage contractors.
5.2 Oral questioning to assess knowledge of key staging

services and relevant terminology.
5.3 Review of third-party workplace reports of on-the-job
performance by the candidate.
6.2 Assessment may be performed on multiple occasions involving a
combination of direct, indirect and supplementary forms of
evidence.
UNIT OF COMPETENCY : DEVELOP AND UPDATE KNOWLEDGE ON PROTOCOL
motivations required to develop and apply knowledge of protocol to
a range of tourism related activities. It is particularly relevant to
those involved in the management and operation of events,
including functions.

Variables
1.1 Sources of accurate information on protocol are

1. Seek information on
identified.
appropriate protocol
1.2 Relevant protocol information is accessed in
response to workplace needs.
2.1 Areas of work activity and/or functions that require

2. Integrate appropriate protocol
procedures into work activities appropriate use of protocol are identified in a timely
manner.
2.2 Correct use of protocol is integrated into work
activities.
2.3 Appropriate protocol requirements are determined by
liaising with colleagues and other stakeholders.
2.4 Appropriate information on protocol is provided to
relevant colleagues and stakeholders.
3.1 Opportunities to update protocol knowledge are

3. Update knowledge on protocol
identified and used.
3.2 Updated knowledge is shared with customers and
colleagues as appropriate and incorporated into day-to-
day working activities.
RANGE OF VARIABLES
VARIABLE
RANGE
1. Sources of accurate information May include but are not limited to:
1.1 • Libraries
1.2 Internet
1.3 Department of Foreign Affairs
1.4 Department of Interior and Local Government
1.5 National Council of Culture and Arts
1.6 Office of the United Nations
2. Functions May include but are not limited to:
2.1 Civic receptions
2.2 • Formal parades
2.3 City ceremonies
2.4 National holiday receptions
2.5 Independence ceremonies
2.6 Private functions
2.7 Functions with VIPs and/or government officials in
attendance
3. Work activities May include but are not limited to:
3.1 Issuing invitations
3.2 Preparing running sheets
3.3 Preparation of briefing papers
3.4 Liaison with dignitaries and officials
3.5 Correspondence to dignitaries and officials
3.6 Providing various services during the conduct of on-site
management, service of food and beverage
EVIDENCE GUIDE

competency 1.1 Demonstrated knowledge of where to source accurate
information on protocol for specific situations.
1.2 Demonstrated knowledge of protocols.
2. Underpinning 2.1 • Importance and role of protocol in different events and

knowledge situations
2.2 Key sources of information on protocol
2.3 Main types of civic functions held in the Philippines
2.4 Philippine ranking system including order of precedence, ranks
and forms of address and wearing of honors and medals
2.5 Appropriate protocols for the involvement of indigenous
peoples and other cultural groups in events
2.6 Correct use of national symbols including flags, anthems and
military salutes
2.7 Forms of address for different VIPs and dignitaries, both for
written correspondence and in oral communication
2.8 Protocol procedures for different types of function including:
2.81 Invitations to VIPs
2.82 Arrival procedures, including for government
officials
2.83 Introduction protocols and order of speakers
2.84 Order of precedence for official guests
2.85 Seating arrangements
2.86 Dress styles
3. Underpinning skills 3.1 Determining the protocol information required for a

particular event
3.2 Advising colleagues about protocol requirements for a
given event
3.3 Integrating protocol into event organization activities
3.4 Liaising with protocol officers from a government
department
3.2 Finding protocol information in relation to a totally unknown
situation
3.3 Using the internet to source protocol information

assessment 5.1 Oral questions to assess knowledge of protocol for
different situations.
5.2 Review of portfolios of evidence of on-the-job performance by
the candidate.
5.3 Third party workplace reports of on-the-job performance by the
candidate.
SECTION 3 TRAINING STANDARDS
These guidelines are set to provide the Technical and Vocational Education and Training
(TVET) providers with information and other important requirements to consider when
designing training programs for EVENTS MANAGEMENT SERVICES NC III.
The guidelines include information on curriculum design, training delivery, trainee

entry requirements, tools and equipment, training facilities, and trainer’s qualification among
others.
Course Title: EVENTS MANAGEMENT SERVICES NC Level: III
Nominal Training Duration: 20 Hrs. (Basic)

24 Hrs. (Common)
64 Hrs. (Core)
Course Description:
This course is designed to enhance the knowledge, skills, behavior and motivations in
accordance with industry standards. It covers the basic, common and core competencies
required for the NCIII level in coordinating events. The competencies for event planning
include planning and developing an event proposal, bid, concept, and program, selecting event
venue and site, and developing and updating event industry knowledge. The competencies for
onsite management include providing onsite management services, managing contractors for indoor
events, and developing and updating knowledge on protocol. It also includes competencies on
leading workplace communication and small teams, controlling and ordering stock, and
establishing business relationships.
3.1 CURRICULUM DESIGN
BASIC COMPETENCIES
Unit of Assessment
Learning Outcomes Methodology
Competency Approach
1. Lead
1.1 Communicate information  Group  Observation
workplace discussion  Interviews
about workplace processes.
communication  Role Play
1.2 Lead workplace  Brainstorming
discussions.
1.3 Identify and communicate
issues arising in the
workplace
Unit of Assessment
Learning Outcomes Methodology Approach
Competency
2. Lead small teams 2.1 Provide team leadership.  Lecture  Demonstration
2.2 Assign responsibilities  Demonstration  Case studies
among members.  Self-paced
2.3 Set performance expectation for (modular)
team members.
2.4 Supervise team performance
3. Develop and 3.1 Identify relevant information  Direct  Written test
practice in planning negotiations observation  Practical/
negotiation skills 3.2 Participate in negotiations  Simulation/role performance
3.3 Document areas for playing test
agreement  Case studies
4. Solve
4.1 Explain the analytical  Direct  Written test
workplace techniques. observation  Practical/
problems  Simulation/role performance
related to work 4.2 Identify the problem. playing test
activities 4.3 Determine the possible  Case studies
cause/s of the problem.
5. Use 5.1 Identify mathematical tools  Direct  Written test
mathematical and techniques to solve observation  Practical/
concepts and problem  Simulation/role performance
techniques 5.2 Apply mathematical playing test
procedures/solution  Case studies
5.3 Analyze results
6. Use relevant 6.1 Study/select appropriate  Direct  Written test
technologies technology observation  Practical/
6.2 Apply relevant technology  Simulation/role performance
6.3 Maintain/enhance relevant playing test
technology  Case studies
COMMON COMPETENCIES
Unit of Assessment
Competency Approach
1. Roster staff
1.1 Develop and implement  Discussion  Observation
staff rosters  Case study  Interview
 Written test
1.2 Maintain staff records
2. Control and order

2.1 Maintain stock levels and  Discussion  Written test
stock  Lecture  Review of
records
 Simulation documents
2.2 Process stock orders
2.3 Manage stock losses
2.4 Follow-up orders
2.5 Organize and administer
stocks
3. Train small
3.1 Prepare for training  Lecture/  Written Test
groups  Discussion  Oral
3.2 Deliver training  Demonstration Questioning
3.3 Provide opportunities for  Hands-on  Review of
practices  Video Viewing documents
 Direct
3.4 Review training observation
4. Establish and
4.1 Establish and conduct  Lecture/  Written Test
conduct business relationships  Discussion  Oral
business  Demonstration Questioning
relationships 4.2 Conduct negotiations  Hands-on  Review of
4.3 Make formal business  Video Viewing documents
agreements  Direct
observation
4.4 Foster and maintain business
relationships  Case studies
CORE COMPETENCIES
Unit of Assessment
Competency Approach
1. Plan and develop 1.1 Interpret event brief  Lecture  Oral or written
event proposal or 1.2 Develop proposal and bid  Discussion test
bid details  Demonstration  Direct
1.3 Develop bid materials  Practical observation
1.4 Submit or present the bid or Exercises  Evaluation of
proposal on time work done by
learner
2. Develop an event 2.1 Identify overall event  Lecture  Oral or written
concept objectives and scope  Discussion test
2.2 Establish event concept theme  Demonstration  Direct
and format  Practical observation
Exercises  Practical test
 Evaluation of
work done by
learner
3. Develop event 3.1 Identify conference objectives  Lecture  Oral or written
program 3.2 Design event program  Discussion test
3.3 Finalize program details  Demonstration  Direct
 Practical observation
 Evaluation of
work done by
learner
4. Select event 4.1 Analyze venue or site  Lecture  Oral or written
venue and site requirements  Discussion test
4.2 Source event venues or sites  Demonstration  Direct
4.3 Confirm venue or site  Practical observation
arrangements Exercises  Practical test
 Evaluation of
work done by
learner
5. Develop and 5.1 Source and apply information on  Lecture  Oral or written
update event the structure and operation of the  Discussion test
industry event industry  Demonstration  Direct
knowledge 5.2 Source and apply information on  Practical observation
ethical and legal issues for the Exercises  Practical test
event industry  Evaluation of
5.3 Source and apply information on work done by
event industry technology learner
5.4 Update event industry
knowledge
Unit of Assessment
Competency Approach
1. Provide on- site 1.1 Prepare for on-site  Lecture  Oral or written
event management  Discussion test
management 1.2 Oversee meeting/event set up  Demonstration  Direct
services 1.3 Monitor meeting/event  Practical observation
operation Exercises  Practical test
1.4 Oversee meeting/event  Evaluation of
breakdown work done by
learner
2. Manage 2.1 Identify event operational  Lecture  Oral or written
contractors for requirements  Discussion test
indoor events 2.2 Source contractors  Demonstration  Direct
2.3 Monitor contractors  Practical observation
 Evaluation of
work done by
learner
3. Develop and 3.1 Seek information on  Lecture  Oral or written
update appropriate protocol  Discussion test
knowledge on 3.2 Integrate appropriate protocol  Demonstration  Direct
protocol procedures into work activities  Practical observation
3.3 Update knowledge on protocol Exercises  Practical test
 Evaluation of
work done by
learner
3.2 TRAINING DELIVERY

The delivery of training should follow the design of the curriculum. Delivery
should be guided by the 10 basic principles of competency-based TVET.
 The training is based on curriculum developed from the competency
standards;
 Learning is modular in its structure;
 Training delivery is individualized and self-paced;
 Training is based on work that must be performed;
 Training materials are directly related to the competency standards and the
curriculum modules;
 Assessment is based on the collection of evidence of the performance of
work to the industry required standard;
 Training is based both on and off-the-job components;
 Allows for recognition of prior learning (RPL) or current competencies;
 Training allows for multiple entry and exit; and
 Approved training programs are Nationally Accredited
The competency-based TVET system recognizes various types of delivery
modes, both on and off-the-job as long as the learning is driven by the competency
standards specified by the industry. The following training modalities may be adopted
when designing training programs:
 The dualized mode of training delivery is preferred and recommended, thus,

programs would contain both in-school and in-industry training or fieldwork
components. Details can be referred to the Dual Training System (DTS)
Implementing Rules and Regulations
 Modular/self-paced learning is a competency-based training modality where the
trainee is allowed to progress at his own pace. The trainer only facilitates the
training delivery
 Peer teaching/mentoring is a training modality wherein fast learners are given
the opportunity to assist the slow learners
 Supervised industry training or on-the-job training is a training approach
designed to enhance the knowledge and skills of the trainee through actual
experience in the workplace to acquire specific competencies prescribed in the
training regulations
 Distance learning is a formal education process in which majority of the
instruction occurs when the students and instructor are not in the same place.
Distance learning may employ correspondence study, audio, video or computer
technologies
3.3 TRAINEE ENTRY REQUIREMENTS
Trainees or students who wish to enter this training should possess the following
requirements:
 can communicate in basic English in both oral and written form

 physically and mentally fit
 with good moral character
 can perform basic mathematical computation
This list does not include specific institutional requirements such as educational
attainment, appropriate work experience, and others that may be required of the trainees by
the school or training center delivering the TVET program.
3.4 LIST OF TOOLS, EQUIPMENT AND MATERIALS
Recommended list of tools, equipment and materials for the training of a

maximum of 25 trainees for EVENTS MANAGEMENT SERVICES NC III are as
follows:
TOOLS EQUIPMENT MATERIALS

QTY QTY QTY
5 units Computer with 1 set Telephone Directory
internet connection
1 unit LCD projector
2 units Two-way radio
2 units Mobile phone
1 unit Telephone
1 unit Fax machine
1 unit Digital camera
1 unit Video camera
1 unit Microphone
1 unit Sound system
1 unit Megaphone
5 sets First aid kit
*NOTE: Implementation of the training program can be facilitated through a Memorandum of

Agreement between the training provider and industry partner/s regarding the use of
facilities. This is in response to the high cost of facilities and equipment.
Airconditioned vehicles can be hired on a per trip basis subject to requirement.
3.5 TRAINING FACILITIES
Based on a class intake of 25 students/trainees.
Space Requirement Size in Meters Area in Sq. Total Area in Sq.

Meters Meters
Student/Trainee Working
1 x 1 m. 1 sq. m. 25 sq. m
Space
Lecture/Demo Room 8 x 5 m. 40 sq. m. 40 sq. m.
Learning Resource Center
3 x 5 m. 15 sq. m. 15 sq. m.
Facilities/Equipment/
24 sq. m.
Circulation Area
Total workshop area: 104 sq. m.
3.6 TRAINER’S QUALIFICATIONS FOR TOURISM SECTOR
EVENTS MANGEMENT SERVICES NC III
TRAINER’S QUALIFICATIONS (TQ III)
 Must have completed a Trainer’s Training Methodology Course (TM

III) or its equivalent
 Must be physically and mentally fit
 Must have at least 3-5 years job/industry experience
 Must be a holder of Events Management Services NC Level III Certificate or
equivalent qualification
 Must be of good moral character
 With pleasing personality
 Must have attended relevant training and seminars
3.7 INSTITUTIONAL ASSESSMENT
Institutional assessment is undertaken by trainees to determine their

achievement of units of competency. A certificate of achievement is issued for each
unit of competency.
SECTION 4 NATIONAL ASSESSMENT AND CERTIFICATION
ARRANGEMENTS
4.1 To attain the National Qualification of EVENTS MANAGEMENT SERVICES

NC III, the candidate must demonstrate competence in all the units of competency
listed in Section l. Successful candidates shall be awarded a National Certificate
signed by the TESDA Director General.
4.2 Individuals aspiring to be awarded the qualification of EVENTS MANAGEMENT

SERVICES NC III must acquire Certificates of Competency in all the following
groups/cluster of core units of the Qualification. Candidates may apply for
assessment in any accredited assessment center.
4.2.1 Event Planning Services
4.1.1.1 Plan and develop event proposal and bid

4.1.1.2 Develop an event concept
4.1.1.3 Develop event program
4.1.1.4 Select event venue and site
4.1.1.5 Develop and update event industry knowledge
4.2.2 On-Site Event Management Services
4.2.2.1 Provide on-site event management services

4.2.2.2 Manage contractors for indoor events
4.2.2.3 Develop and update knowledge on protocol
Successful candidates shall be awarded Certificates of Competency (COC).
4.3 After accumulation and submission of all COCs acquired for the relevant units
of competency comprising a qualification, an individual shall be issued the
corresponding National Certificate.
4.4 Assessment shall focus on the core units of competency. The basic and common
units shall be integrated or assessed concurrently with the core units.
4.5 The following are qualified to apply for assessment and certification:
4.5.1 Graduates of formal, non-formal and informal including

enterprise-based training programs.
4.5.2 Experienced Workers (wage employed or self-employed)
4.6 The guidelines on assessment and certification are discussed in detail in the
"Procedures Manual on Assessment and Certification" and "Guidelines on the
Implementation of the Philippine TVET Qualification and Certification System
(PTQCS)".
ANNEX A
COMPETENCY MAP - TOURISM Sector
Administer Issue air sea Research Accompany and Operate Provide

Book travel- billing and land tickets and information Manage guide visitors in Receive and computerized accommodation
related settlement multi-purpose relevant to tour arrangements for accordance with process reservations reception
reservation plan documents itinerary visitors the tour itinerary reservations system services
CORE COMPETENCIES
Provide club Provide porter Plan and develop Develop and

Conduct night Develop an
reception services event proposal Develop event Select event update event
audit event concept
services and bid program venue and site industry
knowledge
Provide on-site Manage Develop and

event contractors for update
management indoor events knowledge on
services protocol
Observe Provide effective customer service

Develop and Perform Establish and
COMMON COMPETENCIES
workplace Perform Control and Train small

update workplace and Roster staff order stock groups conduct
hygiene computer
industry safety practices business
procedures operations
knowledge relationships
Conduct Manage Manage Manage

assessment workplace finances within quality
diversity a budget customer
service
BASIC COMPETENCIES
Practice Lead workplace Develop and Solve problems

Participate in Work in team Practice career Lead small
occupational communication practice related to work
workplace environment professionalism teams
health and safety negotiation activities
communication skills
practices
Use Utilize Apply problem- Collect, Promote

Plan and
mathematical Use relevant specialized Develop teams solving analyze and environmental
organize work
concepts and technologies communication and individuals techniques in the organize protection
techniques skills workplace information
93
DEFINITION OF TERMS
1. BID – a price proposed in exchange for events management services
2. CATERING – the business of providing food and food service at a remote site
3. CONTRACTOR - a person, business or corporation which provides goods or services to

another entity under terms specified in a contract
4. EGRESS – human evacuation of a building during an emergency
5. EVENT - refers to a social gathering or activity, such as a festival, ceremony,

competition, party, convention or meeting
6. EVENT MANAGEMENT - the application of the management science of project

management to the creation and development of festivals and events. It involves
identifying the target audience, devising the event concept, planning the logistics and
coordinating the technical aspects before actually executing the modalities of the
proposed event.
7. PCVC – Philippine Convention and Visitors Corporation
8. PROPOSAL - a business proposition
9. PROTOCOL - a rule which guides how an activity should be performed, especially in

the field of diplomacy. In the diplomatic and government fields of endeavor protocols are
often unwritten guidelines. Protocols specify the proper and generally-accepted behavior
in matters of state and diplomacy, such as showing appropriate respect to a head of state,
ranking diplomats in chronological order of their accreditation at court, and so on.
10. RISK MANAGEMENT - the process of measuring, or assessing, risk that may stem from
natural disasters, fire or accidents, and developing strategies to manage it. Strategies include
transferring the risk to another party, avoiding the risk, reducing the negative effect of the
risk, and accepting some or all of the consequences of a particular risk.
11. SPONSOR – the individual or group that provides support to an event, whether financially or
through the provision of products or services
94
ACKNOWLEDGMENTS
The Technical Education and Skills Development Authority (TESDA) wishes to

extend thanks and appreciation to the many representatives of business, industry, academe and
government agencies who donated their time and expertise to the development and validation of
these Training Regulations.
TOURISM INDUSTRY BOARD FOUNDATION, INC. (TIBFI) - EXECUTIVE

COMMITTEE
MR. DANIEL L. EDRALIN SEC. AUGUSTO BOBOY SYJUCO

Chairman Trustee
Director General, TESDA
MR. HUMPHREY O’LEARY ATTY. MA. VICTORIA V. JASMIN

Deputy Chairman Trustee
MR. PAUL LIM SO DR. IGNACIO S. PABLO

Treasurer Executive Director
DR. CORAZON R. RODRIGUEZ

Secretary
INDUSTRY WORKING GROUP (IWG)
MR. HUMPHREY O’LEARY MR. BIENVENIDO CLARAVALL

MS. ANABELLE MORENO
Assessment and Certification
Co-Chairs
Sub-Committee
Industry Working Committee
MS. SYLVIA SANGCO

Chair, Planning Sub-Committee Advocacy Sub-Committee
MS. YAEL FERNANDEZ

MS. SUSAN EDILO VIC ALCUAZ
Standards Development Sub-Committee Placement Sub-Committee
MR. SANTOS BUENVENIDA

ENGR. EVELYN PANTIG
Professional and Programs Development Sub-
Committee
IWG - EXPERTS
EVENTS MANAGEMENT
MR. BIENVENIDO CLARAVALL MS. HAZEL ANCHETA-JOVER

University of the Philippines – Asian Wedding Talks
Institute of Tourism
MS. ELOISA A. ROMERO MS. CLAIRE PESEBRE

Philippine Convention and Visitors CP Gold Events
Corporation
MS. MA. TERESA SARABIA

La Fiesta Hotel
The TESDA Board Members and Secretariat
The Management and Staff of the TESDA Secretariat
 QSO

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TRAINING

TECHNICAL EDUCATION AND SKILLS DEVELOPMENT AUTHORITY

EVENTS MANAGEMENT SERVICES NC III

SECTION 1 EVENTS MANAGEMENT SERVICES NC III

SECTION 2 COMPETENCY STANDARDS

SECTION 3 TRAINING STANDARDS

3.1 Curriculum Design 83-87

SECTION 4 NATIONAL ASSESSMENT AND

EVENTS MANAGEMENT SERVICES NCIII Promulgated November 2007

EVENTS MANAGEMENT SERVICES NC III

SECTION 1 EVENTS MANAGEMENT SERVICES NC III QUALIFICATION

The Units of Competency comprising this Qualification include the following:

CODE NO. BASIC COMPETENCIES

500311109 Lead workplace communication

CODE NO. COMMON COMPETENCIES

TRS311206 Roster staff TRS311207

EVENT PLANNING SERVICES

TRS342315 Plan and develop event proposal or bid

ON-SITE EVENT MANAGEMENT SERVICES

TRS342320 Provide on-site event management services

A person who has achieved this Qualification is competent to be a:

UNIT OF COMPETENCY : LEAD WORKPLACE COMMUNICATION

UNIT CODE : 500311110

3. Set performance 3.1. Performance expectations are established

1. Work requirements May include but not limited to:

1.1. Client Profile

1.2. Assignment instructions

2. Team member’s concerns May include but not limited to:

2.1. Roster/shift details

3. Monitor performance May include but not limited to:

3.1. Formal process

3.2. Informal process

4. Feedback May include but not limited to:

4.1. Formal process

4.2. Informal process

5. Performance issues May include but not limited to:

5.1. Work output

5.2. Work quality

5.3. Team participation

5.4. Compliance with workplace protocols

5.6. Customer service

1. Critical aspects of Assessment requires evidence that the candidate:

UNIT CODE : 500311111

1. Critical aspects of Assessment requires evidence that the candidate:

2. Underpinning 2.1 Codes of practice and guidelines for the organization

4. Resource The following resources MUST be provided:

5. Methods of Competency may be assessed through:

6. Context of 6.1 Competency to be assessed in real work environment or in a

1. Analytical techniques May include but not limited to:

1. Critical aspects of Assessment requires evidence that the candidate:

2. Underpinning 2.1. Competence includes a thorough knowledge and

4. Resource The following resources MUST be provided:

5. Methods of Competency may be assessed through:

6. Context of 6.1. In all workplaces, it may be appropriate to assess this unit

UNIT CODE : 500311113

2. Apply mathematical 2.1 Mathematical techniques are applied based on the

2. Appropriate action May include but not limited to:

1. Critical aspects of Assessment requires evidence that the candidate:

2. Underpinning 2.1 Fundamental operation (addition, subtraction, division,