AIM University Group

Learning Outcome 1: REFERRED

AC 1.1 — Q1 Event Planning Concepts. You give a clear, connected explanation of objectives, stakeholders, the event lifecycle, and evaluation, and explain how all four elements work together for the smooth operation of an event. PASS

AC 1.2 — Q2 Planning Decisions. You focus on customer expectations in relation to decor, food and beverage, and entertainment, which is a valid consideration, but your answer does not go far enough. Planning decisions for an event also cover areas such as budget, venue, staffing, logistics, and timeline. Without addressing a broader range of decisions, this criterion is not met. REFERRED

AC 1.3 — Q3 Analysis of Failure. You analyse two clear failure scenarios and in both cases trace the cause through to its impact on the customer and the business. PASS

AC 1.4 — Q4 Professional Reasoning. You justify the importance of evaluation by connecting it to patron expectations, customer satisfaction, turnout rates, revenue generation, and the need to stay current with evolving industry trends. 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 sets out a week-by-week schedule (Week 1 client briefing and guest list, Week 2 cleaning and inventory, Week 3 purchasing, prep, and final setup), and your Service Delivery section provides a detailed event-day timeline from 3:00 pm garden arrival through the 7:00 pm exit with leaving tokens. Carrying both a planning-stage sequence and a day-of run is the right structure. The dates do not reconcile, however: you describe a three-week period but give it as 1 March to 9 March, which is eight days, and a three-week lead-in is in any case unrealistic for a wedding reception of this scale. (PASS)

AC 2.2 — Set SMART event goals and align them with the organisation's mission and vision. Your objectives are framed as business outcomes rather than tactical tasks, which is the correct approach, and the alignment to Kingston Manor's mission is genuinely strong, since the whole event is positioned as a brand-marketing vehicle to grow wedding bookings and digital reach. The one quantified objective, a 15% increase in wedding bookings by year-end, is properly measurable; the others (social-media engagement, online inquiries, website traffic) carry no thresholds, and there is no guest-satisfaction target or budget figure attached to the event as a whole. (PASS)

AC 2.3 — Develop strategies to measure and evaluate event success using KPIs. Your Evaluation stage develops five success indicators spanning booking growth, social-media engagement, website traffic, guest satisfaction, and operational performance, and your improvements section closes the loop by linking feedback to future refinements. The guest-satisfaction indicator is the weakest of the set: it is stated as "positive feedback," gathered by an email survey that "rates their experience" with no scale, dimensions, or threshold, so it cannot measure the food, service, décor, and atmosphere drivers it names. (PASS)

Justification & Integration — Justify planning decisions; integrate the Kingston Manor context; demonstrate professional reasoning. Your stakeholder list is broad and includes the host couple, F&B, housekeeping, front desk, suppliers, décor, florist, and entertainment, and your Roles and Responsibilities section gives each a defined operational function, with a credibly sequenced day-of service delivery. Kingston Manor integration operates at decision level, tying local sourcing to the manor's authentic, culturally refined brand image. Your reference list (Allen, Bowdin, Getz and Page, Goldblatt, Kotler) is a clear strength and the strongest academic underpinning in the cohort, though Kingston Manor management and the guests themselves are absent from the stakeholder map. (PASS)

Overall Feedback
Your written paper passes and confirms the unit alongside the oral and Q&A defence you have already cleared. Its strengths are the strategic, brand-aligned framing of the event, the dual planning and event-day timelines, the breadth of the stakeholder and roles analysis, and a properly cited reference list. The weaker threads, recorded here as the basis for the grade rather than as items to correct, are the unreconciled and unrealistic three-week timeline, objectives that are largely unthresholded, and frequent grammatical and spelling errors in the body.

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: REFERRED

Your LO4 submission has been referred. The LO4 Event Planning assessment is an individual written exam that must be completed in person under the scheduled exam conditions. You did not attend the exam, and the typed document you submitted in its place cannot be accepted as a substitute. Work produced outside the supervised exam setting does not meet the conditions required for this assessment and cannot be authenticated as exam evidence, so it cannot be marked.
This is a procedural referral and is not a judgement of the content you submitted. To clear it, you must sit the LO4 written exam at the next scheduled sitting.
Outcome: Referred.