UPDATE for all PED 507 Assignments
Submit via Blackboard no later than 11:59 pm November 20, 2020
Dr. Conkle’s Observations Regarding the MVVP Assignment
01] Zeros would have been awarded to 1/3 of the students, for a variety of reasons, all covered below. Review your own assignment and determine how you may have had a poor grade and how you can improve for the future.
02] Some students apparently NEVER looked at the Writing Tips, Rubric, Syllabus, or MVVP Directions.
03] Tremendous over-use of “you.”
04] Violating the use of contractions.
05] Violation of “in order to.”
06] Violation of “to be.”
07] Violations of margins.
08] Violation of font style and size. This must be fixed!!!
09] Using incorrect and inconsistent tense.
10] Not using left-aligned text but using justified text.
11] Obvious copying straight off the Internet. Cases of obvious plagiarism.
12] Improper business/entity/organization/program that was NOT allowed for assignment.
All assignments are accepted, although some were most definitely not on an acceptable entity.
That said, EVERY assignment that follows this must be aligned directly with this one.
13] No clear separation of objectives and goals by definition and specifications.
14] No Values Statement included; or, the values statement was no different than the philosophy.
15] Using “Entity,” “Organization,” etc. too much when the name of the school, department, center, etc. would have
been most appropriate. Incorrect use of those words was also an issue in some cases.
Fix problems you see in what you have already done. You do not want to lose points at the end of the semester! ALL assignments will be due by NOVEMBER 20, 2020 (must have a time-stamp no later than 11:59 or 2359 on that date). All assignments will be due in a single document, and graded separately, using rubrics that you will see or have seen.
MVVP (Mission/Vision/Values/Philosophy) = 200
Position Announcement (Staffing Assignment) = 100
Flier/Flyer Assignment = 100
Major Project = 300
700 Points (as indicated in the course syllabus)
The major project will include a(n):
Flier/Flyer advertising/promoting/marketing the Special Event
Organizational structure and line of command specific to the Special Event
Special Event Plan to support the mission and vision of your entity
Budget specific to the Special Event that is planned
This is the outline for the comprehensive document:
Cover Page
Section 1 (200 Points)
MVVP
Name of the entity
General Information regarding the entity
Mission of the entity
Vision for the entity
Values the entity espouses
Short-term Objectives for the entity
Long-term Goals, matched to the objectives, for the entity
Philosophy/Creed for the entity
Entity/Program/Organization Description-Specifics
Section 2
Position Announcement (100 Points) – You are hiring someone for a position w/in your entity
Section 3
Flier/Flyer for Special Event (100 Points)
Section 4
Special Event Plan (200 Points)
Special Event Organizational Structure (50 Points)
Special Event Budget (50 Points)
PED 507 MVVP Assignment – Fall 2020
Dr. Terry Conkle – 200 Points
Directions: Computer-generate, using standard guidelines for Dr. Conkle’s Courses. The assignment should be professional in appearance. It should also meet expectations of Standard English, correct spelling, proper punctuation, and proper grammar. A rubric will be posted soon, to inform students regarding how this assignment will be graded.
1] Every assignment that follows this one must be aligned directly with this one. Select your entity/organization/
program from one of the following:
A Grades P/K-5 elementary school – physical education teacher/program
A Grades 7-12 combination middle and high school – physical education teacher/program
A Grades 7-12 athletics department – coaching 1 sport
A parks and recreation department – city or county director
A public or private sector for-profit fitness/health/wellness business/center/club owner
2] What must be included in the assignment (or Outline):
A] General Information, regarding the entity/organization/program (100-300 words). Some ideas = name of entity,
location, local population/enrollment/membership, other demographics, and facilities described
B] Mission Statement, in 1-3 sentences that clearly and concisely communicate the purpose or reason for
being/existing. Some questions to consider when writing a mission –
C] Vision Statement, a broad view of how the entity is going to leave an impact on athletes/student-athletes/clients/
customer/the greater community (i.e., the stakeholders). A vision statement is something that should be
shared. The vision communicates an organization’s value and its commitment to achieving its goals. There
is no certain length, but they address 5-10 bullet points concerning what an entity hopes to achieve over the
long-haul (may be 1, 3, 5, 10 or so years – it can be any time-period or multiple ranges, it all depends on the
unique aspects of the vision and aspirations.
D] Values Statement, simply put, values are a declaration that announces an entity’s top priorities and core beliefs,
both to guide employees’ actions and to connect with consumers/stakeholders. Values statements provide
clarity about the administration/management perspective on who the entity is today, how it acts and who they
want to serve, and the culture nurtured by the entity. They can be a guiding force for employees in making
decisions about problem-solving and helping customers, when well-written. It is about behavior the entity
prioritizes and ideally should convey the soul of what it is.
E] Statement of Objectives and Goals, 3 – 10 objectives for the overall entity/organization/program should suffice.
A goal is different than a vision. Goals are short statements of desired outcomes that should be met over a specific time-frame, usually three to five years. Goals are broad statements that focus on desired
results but do not describe methods used to get the intended outcome. The assignment should have at
least THREE goals, and each objective should be tied to a goal. Conversely, objectives are specific, actionable targets that should be achieved within a smaller time frame, such as a year or less, to help the entity reach a certain goal. In other words, objectives describe the actions or behaviors involved in achieving a goal. For example, to achieve the goal of increasing revenue, an entity may have an objective such as “Add three new products by the end of August this year.”
F] Philosophy, or creed, if the previous things are well-stated, the philosophy is simply a summary of beliefs that act
as a blueprint for how an entity will operate. This can be in bullet-points, or in paragraph form.
It could be stated as –
We believe:
a]
b]
c]
d]
e]
f]
g]
h]
etc.
G] Entity/Organization/Program Description/Specifics, this will be situation-oriented and different for everyone.
The specifics communicate vital details about an entity and expands on matters such as how large the entity
is, the scope of its coverage regarding services and products it provides, the facilities, events, equipment, and aspects of the entity such as key personnel/positions involved. Is the entity covered by a governing body, is it a member of professional organizations, does it have credentialed employees? If so, what credentials do ideal employees and management have? Has it been award-winning? What is its reputation in the community, state, region, nation, world?
Student’s Name: ____________________________
PED 507 Grading Rubric for MVVP Assignment
Fall 2020 – 200 Points
| Criterion | Points in ( )
|
Points in ( )
|
Points Earned |
| Computer-generated
Size 12 TNR Font 1-inch Margins
|
Yes (50) |
No (ZERO) |
|
| Correct Grammar, Spelling, Punctuation;
NO Contractions; Proper Standard English
|
< 5 errors (25) |
6 or more errors (10) |
|
| Project was seemingly developed by student, rather than an obvious copy-paste from the Internet.
|
Yes (25) |
No (ZERO)
|
|
| General Information
A brief 100-300 words that give a general synopsis of the entity.
|
Yes (10) |
No (05)
|
|
| Mission Statement
Includes 1-3 sentences that clearly and concisely communicate the purpose or reason for being.
|
Yes (10) |
No (05) |
|
| Vision Statement
Provides a broad view of how the entity will leave an impact on stakeholders. There are 5-10 bullet points concerning what the entity hopes to achieve over the long-haul.
|
Yes (15) |
No (10) |
|
| Values Statement
Communicates the entity’s top priorities and core beliefs, to guide employees’ actions and help connect w/ stakeholders.
|
Yes (10) |
No (05) |
|
| Short-term Objectives
3 – 10 specific objectives for the entity/organization/program; and each objective is clearly tied to a goal.
|
Yes (15) |
No (10) |
|
| Long-term Goals
At least THREE desirable goals, w/ a time-frame specified for meeting them.
|
Yes (15)
|
No (10) |
|
| Philosophy/Creed
Provides a good Blueprint that guides the entity.
|
Yes (15)
|
No (10) |
|
| Entity/Program/Organization Description-Specifics
Seems appropriate and adds to previous info, giving reader a good picture of entity.
|
Yes (10) |
No (05) |
|
|
Grade >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> |
/200
|
||
Complete Name of YOUR Chosen Entity Here, in Bold
If there is a sub-unit/department/division/ for the entity it goes here, in Bold
POSITION TITLE: Specific job/position title here, date the job begins goes here.
POSITION TYPE: Specify whether it is full-time, part-time, temporary, seasonal, etc.
POSITION PAY INFO: Salary range, precise salary, or hourly wage amount goes here.
WORK LOCATION: Specify the city/town/community (whichever is appropriate) county, state.
THIS POSITION REPORTS TO and is SUPERVISED BY:
Specify the job title that will evaluate the successful candidate’s job performance, and to whom they will answer
REQUIRED EDUCATION and EXPERIENCE:
The successful candidate for this position will –
MINIMUM or PREREQUISITE QUALIFICATIONS:
For this position, the ideal candidate will have –
DUTIES and RESPONSIBILITIES:
The individual who holds this position must be able to perform the following job functions –
SUPERVISION:
The individual who holds this position will supervise –
CONTACT INFORMATION: YOUR NAME here
A hypothetical full postal address
A hypothetical phone number
A hypothetical e-mail address
Other pertinent contact info?
Applications received by (date) will be assured consideration. Review of applications will begin (date).
The search will remain open until the position is filled.
The assignment must be for the same entity that the MVVP was. You are hiring for a key position within the organization, so the job must be legally advertised, and this will be your announcement that hypothetically will be posted/published.
For this assignment, a Size 10, Times New Roman, Font is acceptable. It should fit on 1-2 pages and may have .7 margins on all 4 sides. Be mindful that job announcements have three objectives:
RUBRIC – PED 507 Job Announcement – 100 Points
Fall 2020 (DO NOT RE-CREATE this page or SUBMIT it)
| Criteria | Excellent
(10 Points Each) |
Fair
(06 Points Where Applicable) |
Poor
(02 Points Each) |
| Complete name of chosen entity, and Sub-Unit, Specific job/position title and date job begins all shown in BOLD |
Yes |
XXXXX |
No |
| Full-time, part-time,
temporary, seasonal, and salary/wage info is specified
|
Yes |
XXXXX |
No |
| The city/town/community county, state specified
(whichever is appropriate)
|
Yes |
XXXXX |
No |
| Position that will evaluate the successful candidate’s job performance, and to whom the employee answers is specified |
Yes |
XXXXX |
No |
| Education and Experience required are specified
|
At least 2 requirements are specified |
1 requirement is specified |
NO requirements are specified |
| Minimum or Prerequisite Qualifications needed
are specified
|
At least 4 are specified |
At least 3 are specified |
At least 2 are specified |
| Duties and Responsibilities the successful candidate will perform
are specified
|
3-10 are specified |
2 are specified |
< 1 are/is specified |
| Who or what the individual holding this position will supervise
are/is specified
|
Yes |
XXXXX |
No |
| Contact Information is given
and complete
|
Yes |
XXXXX |
No |
| Applications received by date and
Review of applications beginning date are shown
|
Yes |
XXXXX |
No |
|
FINAL GRADE = / 100
|
|||
PED 507 Special Event/Fund-raising Flier – Grading Rubric – 2020
100 Points
Student Name: _________________________________________________
( ALSO list yourself on the flyer as the primary contact person for the entity! )
Flyer Criteria Points Earned
Spelling is error-free 10 0
Includes pizzazz (Color) – make it look professional (use backgrounds, borders, or special formats) 10 0
Must include a minimum of ONE related picture 10 0
Why ? (Any special reason, fundraiser, awareness event, who/what benefits?) 10 0
What ? (Name and Brief Description of the event, Schedule of Events) 10 0
Where ? (Location of event – address or directions to event) 10 0
Who ? (Who is eligible to attend, play, what age groups, genders) 10 0
Who to contact ? (What organization to contact, person to call, phone number, e-mail, etc.) 10 0
When ? (Days, dates, times) 10 0
Price ? (Participant Entry Fee; deadline when $$ must be paid, if any; and Spectator Entry Fee) 10 0
——————————————————————————————————————————————
_____ / 100
30% off for each class day the assignment is late _____
Final Grade = ________ / 100
Special Event Plan Assignment
Things to consider:
Special Events Described
A special event can be described as a one-time or infrequently occurring event outside normal programs or activities of the sponsoring entity or organizing body. To the customer or guest, a special event is an opportunity for a leisure, social, or cultural experience outside the normal range of choices or beyond everyday experience. Special events can last a mere few hours up to 10 or more days/nights. Two types are most typical: Local and Mid-Level, although some are large-scale special events and attract domestic and international attendees, with major expenditures and revenue.
Local Special Event = It can be a special event that attracts mostly local or community visitors, has low-to-moderate local media coverage and a nominal economic benefit to the organization, the municipality, or region.
Characteristics may include one or more of the following criteria:
Examples include a health fair, Special Olympics, walk-a-thon for a health cause, sport banquet, sport awards day picnic or cookout, National Girls and Women in Sports Day, Mardi Gras, PE Field Day / May Day, local block party, a local adult soccer club wishes to host a tournament or end of season party in a local park, a high school parade to celebrate homecoming or the football team’s championship win, market day, concert, festival, carnival, fair, Holiday parade, community barn dance, Halloween Carnival, Valentine’s dance, Sport Camp, Safety Camp, Clinic, Workshop, Seminar, Day In The Park or Opening Day Ceremonies/Celebration of a Recreational Sport Season beginning (such as football, basketball, soccer baseball/softball), a tournament, a 5k Run/Marathon, Christmas on the River, haunted house, pancake breakfast, a wedding (etc. – many other possibilities exist).
Mid-level Special Event = A sporting, cultural or special event that attracts mostly domestic visitors, has moderate local media coverage and modest-to-significant economic benefit to the host organization and within the municipality or region.
Characteristics may include but not be limited to:
Examples are endless but could include anything that classifies as local, only on a much larger scale
Event Planning Timeline Ideas
The following is a generic Event Planning Guide that will help identify most details to consider as well as an indication of the timelines involved with the event planning process.
Event Planning Musts
To help every step of the way, the process is broken down and a few different sections by date:
The earlier event planning can start, the better — that way planners can be as prepared as possible when any issues come up (as they probably will).
Planning an event is stressful, and it is normal for things to fall through the cracks.
Finally, note that since events can range from a small workshop to a gala fundraising event, every possible level of detail to consider when planning a specific event cannot be covered — this guide is a good start.
The First Steps: 4-6 Months Ahead of Event (or as far out as 12 months)
The further in advance one can start planning, the better — but most organizations start planning their big events like galas and fundraisers about 6 months in advance. Here is what is needed to get started.
3-4 Months Ahead of Event: Starting to Ramp Up
Now that you have some of the foundational parts of your event figured out, it’s time to start executing on the rest. If your event is coming up in a few months, you’ll need to start communicating with all the stakeholders outside your organization and continue coordinating with them. Remember to include:
1-2 Months Prior To Event: Keep on Going
You’re getting there! At this point, you’re probably spending more and more time focusing on the event and finalizing some details.
1 Week Prior to the Event: The Home Stretch
Getting close now! By this point, most event details should be confirmed and all that’s left will be final touches, such as:
1 Day Before the Event: Almost There
Here are a few last-minute details you might want to remember:
Event Day: Your Time to Shine
The big day has arrived! Remember:
Immediately Following Event: Post-Event Follow-Up
While you need to conduct a thorough evaluation and update your budget, there are post-event publicity, fundraising and member development opportunities that you can take advantage of with just a little pre-event planning.
Here are some of the activities you might consider once the event is over:
In your thank-you notes, be sure to remind the recipients of the event’s success – and how they contributed (e.g., dollars raised, awareness – number of participants, etc.
EVENT PLANNING GUIDE/CHECKLIST
OVERALL
Determine concept/theme for event
Designate a coordinator
Create committees to share in the work of planning and implementing the event.
Suggested committees include:
Publicity
Food
Entertainment and activities
Setup and Cleanup
Evaluate goals and expected outcomes
Determine rules and regulations for event in accordance with appropriate city and state rules and regulations
Collect appropriate permits
Designate a day and time
Anticipate attendance – does the space have room for activities and participants?
Secure site
Check for potential conflicts with other events
Confirm date with key participants
Set rain date if applicable
Anticipate alternate location, set-up and transportation
Put everything in writing: contracts, booth agreements, supplier agreements, etc.
FINANCE CHECK LIST
Identify resources and develop budget
Inventory equipment needs
Determine sponsorship opportunities
Identify in-kind services
Arrange payment and billing procedures
Determine event insurance needs
LOGISTICS
Site plan
Accessibility plan
Portable restroom facilities (150 guests per portable unit)
Parking and transportation plan
Public
Vendors
VIP
Staff / volunteers
Valet
Performers
Bicycle
Other
Determine needs
– Rental equipment:
Stages
Chairs
Refrigeration
Audio / visual
Power
Tents / canopies
Fencing
Barricades
Signage
Tables
Communication equipment
– Building needs
– Power needs and distribution
– Emergency vehicle access
– Security needs
Setup / tear-down schedule
Trash and recycling
First aid
Water station(s)
Policies: lost child, communications
Command post / emergency procedures
Onsite money collection
Site preparation – mow grass, plow snow, etc.
Decorations
Pre- and post-event walk-through
PROMOTIONS
Send invitations 3 weeks in advance of event
Contact media if applicable
Send official invitations to the Mayor, City Council, other City officials, or County / state officials
Create posters, flyers, banners, brochures, nametags, gift bags, news releases, etc.
Specific information includes:
Date
Time
Location
Cost
Activities
Who to call for more information
VENDORS / CONCESSIONAIRES
Determine what types are appropriate
Food / beverage
Merchandise and services
Community organizations
Children’s activities
Arts – visual and performing
Hands-on activities
Beer / wine
Other
Recruit vendors
Arrange for equipment
Alert vendors of necessary permits and sales tax licenses
Determine financial methods on site
Survey vendors after event
Determine setup / tear-down procedures
Sample Special Event Budget (NOT all will apply, and some not shown may apply)
Provided below is an in-depth list of items that could potentially cause expenses in the budget.
Many events will not need such a detailed a budget.
Potential Location Costs:
Site rental fee $________
Projected tips $________
Permit(s)/license $________
Additional labor $________
Subtotal $________
Potential Rental Needs:
Heat/air $________
Furniture (tables and chairs) $________
Pipe & drape $________
Carpeting/flooring $________
Props/tents/canopies $________
Risers/staging (skirting, stairs) $________
Stanchions/ropes $________
Labor $________
Subtotal $________
* Make sure your cost includes delivery, set up, and tear down. Be clear with delivery date when ordering!
Potential Food and Beverage Costs:
Food/catering $________
Beverages/bartender $________
Equipment (ex. steamer for hot dogs) $________
Linens, glasses, utensils, plates, etc. $________
Labor/staff $________
Gratuities $________
Tax $________
Health permits $________
Misc. charges $________
Subtotal $________
* Be sure there is enough food for the number of guests expected and work closely with caterers or friends to minimize cost.
Potential Audio-Visual/Entertainment Costs:
Television monitors $________
Recorders/cameras/film $________
Overhead projector/cart/screen $________
Lecterns/podiums/microphones $________
Disc players/sound system $________
Walkie-talkies $________
Pointers/marking pens $________
Flip charts/blackboards $________
Computer interfaces $________
Technical staff/labor $________
Music/talent/celebrity fees $________
Other $________
Subtotal $________
* Is everything compatible? Is Internet access needed? Are there other related things to consider?
Potential Lighting Costs:
Special lighting (pictures/videos) $________
Generator/extension cords $________
Labor $________
Subtotal $________
Decorations and Supplies
Event/stage/table decor $________
Stage backdrop $________
Flowers/plants $________
Specialty linens $________
Chair covers $________
Signs/props $________
Paper supplies $________
Misc. charges $________
Labor $________
Subtotal $________
Potential Trash Removal Considerations:
Water Hookup $________
Restrooms/port-o-potties $________
Receptacles/dumpsters/trash service $________
Disposal service $________
Cleanup crew $________
Supplies $________
Misc. $________
Subtotal $________
Security
Facility $________
Private $________
Subtotal $________
Insurance
Gen. Liability Insurance $________
Rider $________
Specialized $________
Subtotal $________
Collateral Materials
Advertising $________
Business Cards $________
Brochures $________
Media Kit $________
Registration Packets $________
Posters $________
Flyers $________
Invitations $________
Tickets $________
Paper/envelopes $________
Specialty items $________
Duplicating/photocopies $________
Program $________
Subtotal $________
Misc. Printing/Specialties
Menus $________
Maps $________
Sponsor signs/name tags/holders $________
Place cards $________
Prizes $________
Frames $________
Thank You cards/notes $________
Other $________
Subtotal $________
The Special Event planned by each student will have diverse revenue sources. But, to get the brainstorming started, here are some ideas – some may or may not be applicable – there are certainly many more possibilities:
Revenue
Source |
$ Amount |
| Ticket Sales (minus complimentary tickets) | |
| Regular General Admission | |
| Patron, Special Access, or VIP Admission | |
| Donations/Pledges | |
| Sponsorships/Grants | |
| Program Ads | |
| Raffle Tickets | |
| Contest Tickets | |
| Concessions Foods/Beverages | |
| Alcoholic Beverage Bar | |
| Silent/Live Auction |
Organizational Structure
Making the best organization chart for your business/entity/group/program/organization
Using Microsoft
No matter where you work, knowing who does what and where they fit in can help everybody do their jobs better. An organizational chart gives everyone a quick glance into how an entity is structured, whether it is an established office, a non-profit, a manufacturing plant, a school or school-system, or something else.
What is an organizational chart?
We all (likely) have seen one before. Organizational charts (a.k.a., org charts or organograms, feature boxes, shapes or photos that) represent people and positions. They can also include contact information, page links, icons or illustrations.
Organizational structure charts can help new hires or volunteers learn an entity quickly by assisting them in putting names and faces to roles and responsibilities. Veteran staffers, HR departments, and business owners can benefit from having an organizational chart at their fingertips.
Here is what they do:
One organogram cannot do everything. Review the types of organization charts used most – examples are easily found on the Internet.
The type of chart used will depend on the audience, the organization and what one wants to convey. One simple chart for an entire entity may do or a few different types may be needed for several different audiences or divisions.
Although each type of organizational chart can be modified and edited, most entities use organizational charts that fall into one of four categories:
Perfect for showing a traditional business structure, the hierarchy chart starts with the C-Suite at the top, then it is broken into departments or divisions. Within each division, senior management, middle managers, senior staffers, mid-level personnel and junior staff members are shown. In the end, the hierarchy chart looks like a pyramid with every department rolling up to the CEO.
NOTE: Hierarchical charts are generally easy to understand. But when there are multiple layers in the chain of command, knowing who to connect with and when can seem difficult, especially if there is a problem or if someone has a new idea.
This form is a safe choice if an entity is organized along product lines or geographic regions. If they are independent of one another, a divisional chart is also an excellent way to reflect that clearly. Like an organizational hierarchy, the divisional chart starts with a president or CEO, but rather than a division into departments with shared resources, it is divided into lines of business (LOBs). The chart covers each LOB’s departments, like HR, accounting, legal and marketing and the people or positions within those departments.
NOTE: Because organizations like this often have redundant departments within each division, a divisional structure can result in staff bloat and unnecessary overhead expenses.
This type of organogram usually applies to companies with teams or team members who have more than one manager. For instance, at a newspaper, a reporter may cover a local news beat as well as a financial beat, which means they would have two managers. Or a graphic designer at an energy provider may report to the head of graphic design. But because he or she works on projects for the renewable energy division, then the designer may also communicate up to someone on that team.
NOTE: When team members work across departments, organizations can usually find more creative ways to solve problems. This creates a more cooperative environment. However, when teams or team members have more than one supervisor, it can increase confusion and conflicts.
Used almost exclusively by small businesses, flat or “horizontal” charts usually have two levels: administrative officials and workers. Within the chart, solid lines show the principal chain of command, and dotted lines show secondary lines of authority. On paper, entities with a flat structure may look similar to a small fire department, with a chief, 2-4 captains and several firefighters who work under the captains. Or it might be a supervisor or department head with a handful of employees who are his or her direct reports.
NOTE: In a flat structure, supervisors and their teams often have close relationships and share in decision making. Employees usually have more responsibility and more autonomy than in other organizational structures. This means that that building trust is critical—and teamwork is, too. But because the matrix is so compact, if there are conflicts between employees, they can be more pronounced due to the simple fact that the team is so small.
Organizational chart software makes building new organograms and revising old ones simple.
PowerPoint may have been designed as a presentation tool, but it can also be used to develop organizational charts.
Once everyone is accounted for, start reorganizing the chart in PowerPoint. Go back to the SmartArt Tools Design tab and using the Promote/Demote buttons to move shapes vertically. Use the Move Up/Move Down buttons to move shapes horizontally.
It may not be a traditional way to create charts, but Microsoft Word can help design basic diagrams that show how an organization functions. To create a chart in Word:
Adjust colors, fonts and sizes, via the SmartArt Tools Design and Format tabs.
Visio is a visual, drag-and-drop canvas tool that allows people to create charts, and it also has the power to connect with data in existing Excel files or Active Directories to help automatically create charts. But when combining the two, eye-catching charts for entities of any size can be created. Open Visio and click the Organization Chart Wizard, then:
Along with importing information to the chart from Excel, info can also be added directly into the Organization Chart Wizard.
Even with organization chart software, organograms can quickly become a blur of shapes and words. But with a little design work, they can capture people’s attention the proper way. So, when finessing a chart try to:
Once your chart is complete, have someone review it (maybe someone who knows the entity well and someone who does not). This way, you can make sure that it is correct AND clear, and informative for any audience.
Rubrics will be forthcoming for Event Plan and Event Budget, & Event Organizational Structure
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