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 EVENTAll successful events have five stages to ensure consistent effectiveness.

THE FIVE STAGES OF MODERN EVENT MANAGEMENT PROCESS1. Research2. Design3. Planning4. Coordination5. Evaluation

RESEARCHThrough 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 WeaknessStrong funding Weak fundingGood potential for sponsor No potential for sponsorWell-trained staff Poorly-trained staffMany volunteers Few volunteersExcellent site Weak siteGood media relations Poor media relations

OPPORTUNITIES AND THREATS

Opportunities ThreatsCivic anniversary Hurricanes and TornadoesCelebrity appearance Violence from terrorismChamber of Commerce promotion Political in-fightingAlign with environmental cause Alcoholic consumptionTie-in with media Site in bad neighborhood

S = strengths1. Strong funding Internal2. Well-trained staff Internal3. Event well respected by media External

W = weakness Existing condition1. Weak funding Internal2. Few human resources Internal3. Poor public relations history External

O = opportunities1. Simultaneous celebration of congruent External Event2. Timing of event congruent with future Internal budget allocation

T = threats Future/predictive condition1. Weather External2. 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 IDEASRULE 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 ActivityAn 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 considerationHuman dimensionPolitics 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.