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Producers sometimes withdraw money to cover incidental expenses while on-site, entrusting that sum to one of the crew. The transfer of any float monies should be formalised by means of a letter, signed by both the Producer and the recipient, and a guideline for this letter is provided here.
The person charged with managing a production float is both responsible for this sum and liable for any shortfalls. It’s therefore important to catalogue exactly how the float is spent, backing up every expenditure with a receipt. Just complete this form as you go to maintain an accurate record.
More complex events may require additional production staff in the form of hostesses. As they will not have been involved in the planning of your event, it is useful to send them a full briefing manual containing certain key pieces of information so use this example to create your own guidelines.
A means of gathering information post-event, this form asks internal staff to look at general areas of the business and specific aspects of a project. It is used highlight both issues and areas that could be improved.
This schedule breaks down various aspects of a production and plots specific billing amounts against a timeline to show how much money will be paid out and when, over the life of a project.
Your PA Kit is, in effect, a mobile store cupboard so stock it with a view to enabling the production team to produce professional work in situ. It should also contain useful bits and pieces to help in a range of tricky situations so use this checklist to ensure you remember everything.
Also known as a Service Check, this form is structured to tease out from a client what they thought was good about your work and what you could do better. It asks a client to rate your performance and your team, looking at specifics such as communication effectiveness, working style, your ability to provide strategic solutions and whether you possessed the appropriate knowledge for their business requirement.
At the outset of a project, a client and its production company will agree what an event will comprise and how much it will cost. And, once agreement on the scope and budget of a project has been reached, both parties confirm and record this information in a Project Acceptance Form (or PAF)
If during the life of a project the details of the project acceptance form should change, then any amendments will be recorded in a Project Change Notice (or PCN).
Unlike the invoicing schedule (which scrutinises all payments to be made over the life of a project), this document charts both monies received and amounts paid out over a specified timeframe, to give you a cashflow report for the period under review.
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