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.