AIM University Group

Learning Outcome 1: REFERRED

AC 1.1 — Q1 Event Planning Concepts. You cover all four concept-map elements (Objectives, Stakeholders,
Lifecycle, Evaluation) with reasonable detail on the planning lifecycle stage. The interconnection is asserted ("work hand in hand") rather than fully explained, and the Kingston Manor reference is general. You need to show how each element shapes the next using a specific event as your running example. PASS

AC 1.2 — Q2 Applying Theory to Practice. You touch on risk management, emotional appeal, cultural sensitivity, diversity and inclusivity, but you do not walk through the lifecycle stages or show how decisions at each stage shape the guest experience. REFERRED

AC 1.2 — Q3 Analysis of Planning Failure. You correctly target Guest Experience as one of the five concept-map elements and use an allergy scenario as your example. The cause-and-effect chain is brief and the wider operational, reputational and evaluation consequences are not developed. REFERRED

AC 1.3 — Q4 Professional Reasoning on Evaluation. You frame evaluation as a road map from feedback to
improvement, with awareness that it helps identify weak areas and form mitigation strategies. The response is brief but on the right track. PASS

Learning Outcome 2: "PASS

AC 2.1 — Outline the event planning timeline and stages; identify key milestones and deadlines.
Your Planning and Design stage provides an event-day timeline from 3:00 pm cocktail hour through 7:00 pm grand exit, and your Service Delivery section extends this backwards to cover 8:00 am decorator setup, 11:00 am vendor and staff arrival, 1:30 pm guest transport, and 9:30 pm post-debrief. However, the pre-event lead-in milestones referenced in your objectives ("9 months ahead", "3 months ahead") are not separately documented as a week-by-week or month-by-month timeline, with the lead-in compressed into single-sentence mentions inside individual objectives. (PASS)

AC 2.2 — Set SMART event goals and align them with the organisation's mission and vision.
Your Concept and Context stage labels three items as SMART objectives, but each is a tactical decision (send invitations 9 months ahead, contract a photographer for 3 hours 3 months ahead, book a solo guitarist 3 months ahead) rather than an event success objective with measurable thresholds. There is no overarching guest satisfaction target, no specific budget figure, no attendance percentage, and no measurable brand outcome attached to the event as a whole. Restructuring so that objectives address what the event should achieve (with thresholds), and treating the timing decisions as planning tasks rather than objectives, would strengthen this section. (PASS)

AC 2.3 — Develop strategies to measure and evaluate event success using KPIs.
Your Evaluation stage identifies three KPIs (guest satisfaction via post-event survey, delivery against the agreed standard, profit margin tracking), and your evaluation methods include a 2-question email survey, vendor and staff assessment, and budget variance analysis. The two survey questions you propose (rate the musician 1-10, and would you recommend Kingston Manor) are too narrow to measure overall guest satisfaction or to capture the F&B, service, and atmosphere dimensions that drive a wedding event evaluation. (PASS)

Justification & Integration — Justify planning decisions; integrate the Kingston Manor context; demonstrate professional reasoning.
Your staffing breakdown (F&B manager, bartenders, servers, barback, bussers, chefs, dishwasher, guitarist, photographer, decorators, drivers, MC, coordinator) is operationally credible, your Roles and Responsibilities section assigns each party a defined function, and your Service Delivery section walks through the full day with appropriate sequencing and 2-way radio communication discipline. However, your stakeholder analysis names only three parties (F&B Manager, Client, Vendor), omitting the couple themselves, Kingston Manor management, the guests, and the planning team. No concept map is provided, which the brief expects as part of the deliverable. (PASS)

Overall Feedback
Your LO2 submission demonstrates strong operational thinking in Implementation, with detailed staffing, well-elaborated role responsibilities, and a credible full-day service delivery timeline. Three corrections are required before final submission to strengthen the foundational PLC discipline: rewrite the SMART objectives as event success outcomes with measurable thresholds rather than as tactical timing decisions, expand the stakeholder analysis to include the couple, Kingston Manor management, guests, and the planning team, and produce a concept map as required by the brief."

Learning Outcome 3: PASS
AC 3.1 — Analyse and evaluate an event concept. Concept well justified against Kingston Manor and the post-hurricane context, with measurable objectives and challenges paired with solutions. Met. (PASS)

AC 3.2 — Design and apply digital marketing strategies. Clear strategy across WhatsApp and Instagram with engagement measures and sample materials in the appendix. Met. (PASS)
AC 3.3 — Develop a realistic budget and financial plan. Itemised budget by quantity and unit cost, totalling JMD 15,000, with cost-control measures and an emergency allocation. Met. (PASS)

AC 3.4 — Take part actively in practical planning and demonstrate competence in live execution. The practicum was delivered to a strong standard, demonstrating coordination, timing, and professional delivery. Met. (PASS)

Overall: a strong written plan across concept, marketing, budget, and risk, backed by a well-executed practicum. The unit is a pass.

Learning Outcome 4: Incomplete
No Submission