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.

Rt Hon The Lord David Blunkett

Rt Hon The Lord Eric Pickles

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

»www.lollipopevents.co.uk

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