Lollipop Events

A Message from Lord Pickles and Lord Blunkett, followed by Lollipop Events's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Lollipop Events is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

www.lollipopevents.co.uk

1LOLLIPOP EVENTS |
BEST PRACTICE REPRESENTATIVE
Director Rachelle Harte
Orpington 1st Royal Wedding
May 2018
Based in Dartford, Kent, Lollipop Events plan and project-
manage private parties and corporate and public events.
In addition, they have their own children’s party venue
for hire. Director Rachelle Harte says that flexibility and
inclusiveness reside at the core of the company’s ethos –
flexibility in terms of the services Lollipop Events will perform
for their clients, and inclusivity in terms of helping those who
are most vulnerable to partake in events they might have
otherwise avoided. Rachelle explains these company values
in greater detail, while also offering insight into market
developments over the years.
When the business started, we wanted to stand out in the market. We decided to
concentrate on organising children’s parties, and at the time we did not know of
any other companies offering this service. The plan was to build a reputation before
moving into other areas of event management. This happened more quickly than
we imagined, as satisfied customers soon began to ask us to do more and more
forthem.
We are very focused on our clients’ goals and are passionate about providing the
right end result for each client. We look at how we can help them achieve their
business goals through events and deliver professionally managed projects with
objectives agreed upfront so that we can be held accountable and our clients can
measure the return on their investment. We do not advertise; most of our business
is by word of mouth, and we have helped thousands of clients put on events.
FACTS ABOUT
LOLLIPOP EVENTS
»Director: Rachelle Harte
»Founded in 2002
»Located in Bromley and
Dartford
»Services: Private parties,
corporate and public events
»No. of employees: 22
Lollipop Events
THE PARLIAMENTARY REVIEW
Highlighting best practice
2| LOLLIPOP EVENTS
Surviving waves of disruption
We do a lot of work with business
improvement districts, town centres
and shopping centres. Our own
experience of adapting our business
strategy to guide us through the
recession helps us understand the
challenges facing our high streets.
Through events, we help our clients
achieve their aims. So, rather than
just putting on an event, we are very
proud to be contributing to building
communities, driving footfall to areas
that are in need of regeneration,
helping to put businesses in empty
shops and enabling consumers to
regain confidence in their local shops.
In short, we’re doing our part to
ensure a future for town centres.
Events are totally discretionary and
will be the first thing to cut when
times get hard. The recession hit the
events industry hard, and many event
companies went out of business.
Political events, technology and
consumer trends have a huge impact
on us. We must therefore constantly
think about how we can continue to
differentiate ourselves in the market
and look at what’s happening in
our clients’ world that may affect
our business. An example of that is
the recent news around the decline
of shopping centres. If they close,
we will lose customers, so we have
to consider new types of customers
and come up with new ways to keep
growing. You have to be nimble and
able to adapt quickly if you are going
to remain future-proof. By doing
this, we have increased turnover by
more than 100 per cent in the last
fiveyears.
Inclusion and reaching out
We have recently set up a not-for-
profit company so that we can help
community-led volunteer groups
raise funds to put on professionally
managed events. These customers are
groups that have previously run events
that have become so large that they
can no longer manage them. Through
this model, we can apply for grants
and sponsors, so that we get paid and
can make sure the events are safe,
enjoyable and well attended.
We have a goal to make all our events
completely inclusive to everybody
– every age and every ability. We
imagined what it would be like for
people with complex disabilities and
how likely they and their families are
to be able to enjoy public events. Most
event organisers will have arranged for
an accessible toilet and parking, but
Elegant Baby Shower
The Belvedere Holland
Park
Summer Festivals
The recession
hit the events
industry hard,
and many
event
companies
went out of
business
3LOLLIPOP EVENTS |
BEST PRACTICE REPRESENTATIVE
We have
always
listened to our
customers and
let them guide
us in new
directions
we recognise that is not anywhere near
enough for someone with complex
needs and that getting out into the
community is essential for their mental
and physicalwellbeing.
We are working with various groups
to put together a package that will
really support them and make sure
they can enjoy public events. This
will include early entrance before
the general public, adult changing
tables and hoists with attendants to
provide assistance buddies on hand
to welcome guests and help them
orientate around the event. It will also
include a quiet space to go if things
get too much, medical provision,
downloadable maps and social stories
pre-event, sunflower lanyards for
people with hidden disabilities and an
online version of the Herbert Protocol
for guests who are likely to wander off
so that we can quickly reunite them
with their carers or families.
Customer-centric flexibility
We have always listened to our
customers and let them guide us in
new directions. An example of this is
customers have asked us to run their
social media campaigns and write
applications for awards on their behalf.
We have been able to use the skills we
have built up over the last 17 years to
be able to offer these new services and
generate additional revenues.
As mentioned earlier, we want to
develop real relationships with clients.
We want to know their needs so
we can align our interests as much
as possible. This not only ends up
being a good service; it also ensures
future work on the basis of trust. This
ethos of flexibility, combined with
inclusiveness, gives me strong reason
to be hopeful for the long-term future
of Lollipop Events.
Jamie Laing at Roof Top
Fest Bexleyheath

www.lollipopevents.co.uk

This article was sponsored by Lollipop Events. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster