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IV. EVENT DESIGN
     Design events.

CREATION OF EVENT STRATEGY

Recognizing the social, cultural and economic benefits of these events, but aware of limited funds
and conflicting needs, governments at all levels are increasingly devising event strategies to
assist policy development and establish funding priorities.

EVENT PORTFOLIO MANAGEMENT

Most event strategies acknowledge the advantages of a state or city having a balanced portfolio
of events spread across the annual calendar and including different types of event.

COORDINATION OF EVENT INFRATRUCTURE

Staging major events successfully involves coordinating a wide range of infrastructure and
support services, including venues, transport and communications and public authorities such as
police, fire, ambulance and emergency services.

PLANNING AND ORGANIZING THE EVENT
All successful events have five stages to ensure consistent effectiveness.

THE FIVE STAGES OF MODERN EVENT MANAGEMENT PROCESS
   1. Research
   2. Design
   3. Planning
   4. Coordination
   5. Evaluation

RESEARCH
Through research, the Event Manager is:
    • able to reduce risk
    • able to reduce risk of non-attendance
    • able to study the market in depth
    • develop new service systems
    •   spot emerging (up and coming) trends
    •   solve minor problem before they become major

5W’s Asked to Produce Effective Events
   • WHY must the event be held
   • WHO are the stakeholders
   • WHEN will the event be held
   • WHERE will the event be held
   • WHAT event will be produced

SWOT ANALYSIS
(Strenght, Weaknesses, Opportunities and Threats)

    •   SWOT Analysis must usually be implemented before you begin to plan an event.
    •   This tool assists you in identifying internal and external variables that may prevent
        achieving maximum success of an event.
STRENGHTS AND WEAKNESSES

        Strengths                                      Weakness
        Strong funding                                 Weak funding
        Good potential for sponsor                     No potential for sponsor
        Well-trained staff                             Poorly-trained staff
        Many volunteers                                Few volunteers
        Excellent site                                 Weak site
        Good media relations                           Poor media relations

OPPORTUNITIES AND THREATS

        Opportunities                                  Threats
        Civic anniversary                              Hurricanes and Tornadoes
        Celebrity appearance                           Violence from terrorism
        Chamber of Commerce promotion                  Political in-fighting
        Align with environmental cause                 Alcoholic consumption
        Tie-in with media                              Site in bad neighborhood

S = strengths
1. Strong funding                                      Internal
2. Well-trained staff                                  Internal
3. Event well respected by media                       External

W = weakness                                                    Existing condition
1. Weak funding                                        Internal
2. Few human resources                                 Internal
3. Poor public relations history                       External

O = opportunities
1. Simultaneous celebration of congruent               External
   Event
2. Timing of event congruent with future               Internal
   budget allocation

T = threats                                                     Future/predictive condition
1. Weather                                             External
2. New board of directors leading this event           Internal

DESIGN
   • Creativity is an essential ingredient in every design process
   • Shooting down ideas even before they are allowed to fully develop is a tragic occurrence
   • “ it will never work” or “That is impossible” stifles creativity
   • An Event Manager should lay out the ground rules.
      RULE 1: THERE ARE NO BAD IDEAS
      RULE 2: GO BACK AND REREAD RULE 1
   • As an Event Manager you should constantly review your creative powers to make sure
      you are on high gear.
   • Whether you are in a position to hire creativity or must seek them in other groups, you as
      an Event Manager must find the innovation.

BEST PRACTICES ON CONTINUOUSLY DEVELOPING YOUR CREATIVITY:
   • Visit at least one gallery monthly
   • Attend a live performance of theater, dance and other shows monthly
•    Read
    •    Enroll in visual arts, other form of art or discussion groups
    •    Continuously surround yourself with creative people
    •    Constantly attend events
    •    Apply what you discover to event management

CREATIVE INFLUENCES
   • Decorator
   • Caterer
   • Marketer
   • Writer
   • Entertainment Manager
   • Musical Contractor
   • Graphic Artist

Brainstorming Activity
An activity that will stimulate creativity

NEEDS ASSESSMENT AND ANALYSIS
   • Make certain that your creative ideas match perfectly the goals and objectives of your
      event
   • Survey the stakeholders to determine if your creative solutions will satisfy their needs
   • Develop your ideas into a series of questions, ask the key constituents for the event and
      determine if the various elements you have created meet their expectations from
      advertising, décor, catering, entertainment, and everything in between.
   • Once you are very confident that you have assessed the needs of the stakeholders, and
      confirmed you have, through analysis, you are now prepared to confirm the final
      feasibility of your event design.

FEASIBILITY
   • This is the final checkpoint before the actual planning begins.
   • When assessing and analyzing feasibility, first determine in what proportions resources
      will be required for the event.
   • The three basic resources required are:
               Financial consideration
               Human dimension
               Politics as usual
   • Once the approval is granted, you are on your way to next important phase: the actual
      planning period.

PLANNING
   • The planning process begins with the announcement of the planning meeting.
   • An effective planning meeting requires the team to be fully committed to the process.
   • Length of meeting influence productivity-limit meetings to 90 mins., if must be longer,
      schedule frequent breaks.
   • The planning period is the longest period of time in the event management process.
    •    The planning phase involves time, space and tempo laws-these determines how to best
         use your resources.
Iv  a. event design

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Iv a. event design

  • 1. IV. EVENT DESIGN  Design events. CREATION OF EVENT STRATEGY Recognizing the social, cultural and economic benefits of these events, but aware of limited funds and conflicting needs, governments at all levels are increasingly devising event strategies to assist policy development and establish funding priorities. EVENT PORTFOLIO MANAGEMENT Most event strategies acknowledge the advantages of a state or city having a balanced portfolio of events spread across the annual calendar and including different types of event. COORDINATION OF EVENT INFRATRUCTURE Staging major events successfully involves coordinating a wide range of infrastructure and support services, including venues, transport and communications and public authorities such as police, fire, ambulance and emergency services. PLANNING AND ORGANIZING THE EVENT All successful events have five stages to ensure consistent effectiveness. THE FIVE STAGES OF MODERN EVENT MANAGEMENT PROCESS 1. Research 2. Design 3. Planning 4. Coordination 5. Evaluation RESEARCH Through research, the Event Manager is: • able to reduce risk • able to reduce risk of non-attendance • able to study the market in depth • develop new service systems • spot emerging (up and coming) trends • solve minor problem before they become major 5W’s Asked to Produce Effective Events • WHY must the event be held • WHO are the stakeholders • WHEN will the event be held • WHERE will the event be held • WHAT event will be produced SWOT ANALYSIS (Strenght, Weaknesses, Opportunities and Threats) • SWOT Analysis must usually be implemented before you begin to plan an event. • This tool assists you in identifying internal and external variables that may prevent achieving maximum success of an event.
  • 2. STRENGHTS AND WEAKNESSES Strengths Weakness Strong funding Weak funding Good potential for sponsor No potential for sponsor Well-trained staff Poorly-trained staff Many volunteers Few volunteers Excellent site Weak site Good media relations Poor media relations OPPORTUNITIES AND THREATS Opportunities Threats Civic anniversary Hurricanes and Tornadoes Celebrity appearance Violence from terrorism Chamber of Commerce promotion Political in-fighting Align with environmental cause Alcoholic consumption Tie-in with media Site in bad neighborhood S = strengths 1. Strong funding Internal 2. Well-trained staff Internal 3. Event well respected by media External W = weakness Existing condition 1. Weak funding Internal 2. Few human resources Internal 3. Poor public relations history External O = opportunities 1. Simultaneous celebration of congruent External Event 2. Timing of event congruent with future Internal budget allocation T = threats Future/predictive condition 1. Weather External 2. New board of directors leading this event Internal DESIGN • Creativity is an essential ingredient in every design process • Shooting down ideas even before they are allowed to fully develop is a tragic occurrence • “ it will never work” or “That is impossible” stifles creativity • An Event Manager should lay out the ground rules. RULE 1: THERE ARE NO BAD IDEAS RULE 2: GO BACK AND REREAD RULE 1 • As an Event Manager you should constantly review your creative powers to make sure you are on high gear. • Whether you are in a position to hire creativity or must seek them in other groups, you as an Event Manager must find the innovation. BEST PRACTICES ON CONTINUOUSLY DEVELOPING YOUR CREATIVITY: • Visit at least one gallery monthly • Attend a live performance of theater, dance and other shows monthly
  • 3. Read • Enroll in visual arts, other form of art or discussion groups • Continuously surround yourself with creative people • Constantly attend events • Apply what you discover to event management CREATIVE INFLUENCES • Decorator • Caterer • Marketer • Writer • Entertainment Manager • Musical Contractor • Graphic Artist Brainstorming Activity An activity that will stimulate creativity NEEDS ASSESSMENT AND ANALYSIS • Make certain that your creative ideas match perfectly the goals and objectives of your event • Survey the stakeholders to determine if your creative solutions will satisfy their needs • Develop your ideas into a series of questions, ask the key constituents for the event and determine if the various elements you have created meet their expectations from advertising, décor, catering, entertainment, and everything in between. • Once you are very confident that you have assessed the needs of the stakeholders, and confirmed you have, through analysis, you are now prepared to confirm the final feasibility of your event design. FEASIBILITY • This is the final checkpoint before the actual planning begins. • When assessing and analyzing feasibility, first determine in what proportions resources will be required for the event. • The three basic resources required are: Financial consideration Human dimension Politics as usual • Once the approval is granted, you are on your way to next important phase: the actual planning period. PLANNING • The planning process begins with the announcement of the planning meeting. • An effective planning meeting requires the team to be fully committed to the process. • Length of meeting influence productivity-limit meetings to 90 mins., if must be longer, schedule frequent breaks. • The planning period is the longest period of time in the event management process. • The planning phase involves time, space and tempo laws-these determines how to best use your resources.