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  5. Quality event delivery and planning

Quality event delivery and planning

5 minute read • Last updated: 25 February 2025

Delivering an event requires careful planning and organisation – but with our advice, you’ll be better placed to create and develop a successful and sustainable event.

Walk through how to set up an event action plan covering everything from staff and volunteers to programme production and event build. Look at how to prepare your budget with our tips, and ensure you’ve considered all potential risks and mitigations.

Plan now for how you will measure the success of your event, ensuring you’ve got the information you need to build on this year’s event and continue to grow sustainably into the future.

In this article:

  • Creating your event action plan
  • Preparing your cash flow and event budget
  • Risk management
  • Crisis planning
  • Sustainable event development and delivery
  • Measuring your event impact

Creating your event action plan

Tug of war team

Tug of War at the Royal Highland Show

© VisitScotland/Kenny Lam

The event action plan is a live management tool that details key project milestones and activity against a timeline. This document will help you understand and share what has to be done, when and by whom, by assigning responsibility to each key activity.  

It should be continually reviewed and updated as event planning and operations progress, and linked to from the business plan which it complements. It should help you identify if you are on track for your event, or if any activities need to happen sooner.

Key activities listed in your event action plan may include:  

  • updating the business plan
  • identifying event partners and supporters
  • staff and volunteer recruitment and training
  • income generation and fundraising activities and deadlines
  • budget reviews
  • any relevant permissions needed for the event
  • licensing, legal or insurance tasks
  • risk planning and mitigation
  • marketing, PR and communications strategy planning and delivery
  • key meetings with organisers and partners
  • venue visits and confirmation
  • booking or commissioning programme elements
  • pre-production/production tasks
  • any test events or readiness activities
  • event build and set up
  • live event 
  • event ‘take-down’ or ‘de-rig’
  • monitoring, evaluation and reporting

It’s up to you how you set out your event action plan based on what best suits your event, but it is helpful to review and update the plan at least monthly. This will help you to build a chronological calendar of tasks leading up to the event.  

Remember to allow contingency time for any tasks that may not be able to be completed by a particular date, or for those that require outside input or assistance. Use regular team meetings to update the plan and then make sure that all revisions are circulated to everyone who is working from the plan.  

Depending on the size and complexity of your event, you may have separate, more detailed action plans for different work areas or departments, such as marketing, production or fundraising. It can be useful to show the entire activity timeline and be able to break it down into those dedicated functions.

Reviewing your event proposition

Although you are now onto the delivery stage, it may be useful to go back and consider earlier decisions around areas such as the event proposition, date and venue. Our advice on developing your event proposition will guide you through checking your unique selling points and ensure you're set up as a business with a plan, objectives and SWOT analysis. You can also consider anything that might impact your existing date or venue.

Check out our advice on finding the right idea for your event.

Check research and align with Scotland's National Events Strategy

It can also be useful to regularly check if there is new research or insights available on the wider events market. Think about any new events which may now be competition for you, any new research on what audiences want, and ideas on how to be a sustainable event.

Check if your event still aligns with the National Events Strategy too. Updated in 2024, Scotland’s National Events Strategy, Scotland the Perfect Stage 2024 - 2035 gives a strategic focus for everyone involved in planning, securing, supporting and delivering events of all sizes. It will help you develop and promote your event, as well as connect you with other partners in the industry.

Find details of all the latest research and insights, and Scotland's National Events Strategy.

Preparing your cash flow and event budget

Cash flow refers to the money moving in and out of your business ie the money you generate and the money you spend.

Your event budget is a projection of all income and expenditure relating to the development and delivery of the event. To help you manage event finances effectively, it’s a good approach to keep a ‘live budget’ ie a spreadsheet that you update on a regular (daily/weekly) basis.

 

Understanding cash flow

Band on stage

Band on stage at Celtic Connections

© VisitScotland/Kenny Lam

Business Gateway provides some useful information to help you understand cashflow.

Ensure that you plan your cash flow effectively. The lack of available cash could bring your operation to a halt and put the whole team and event under unnecessary pressure.

Remember that entries in the cash flow will be gross (ie they will include VAT). If you are VAT registered and the event is not the sole business of the company, your VAT payments/claims should be factored into your overall company cash flow. Again, if you are working within a wider organisational structure, ensure that you plan your cash flow with the finance department.

You can find more advice around finances and business support from Business Gateway.

Tips for setting your events budget

  • Build in contingency

    It is important to include sufficient contingency allocation within your budget to ensure you can cover any unforeseen costs and account for inflation. You should always build in as much contingency as possible but between 5-15% is advisable.

  • Present your budget clearly

    Make sure your budget is easy to read and interpret for you as well as potential partners who will have sight of it.

  • Be realistic about income

    Never include funding sources that are unlikely to materialise. It is better to be cautious than overconfident in these cases.

  • Include all income and expenditure

    Each and every item of event income and expenditure should be recorded in your event budget, no matter how small.

  • Include a budget summary

    The complexity of your budget will depend on the size or nature of your event. If the budget is extensive, it’s a useful approach to link to a front page ‘budget summary’ in order to provide an overview of your more detailed budgets.

  • Is your budget NET or GROSS?

    State clearly if your budget is presented as NET (it does not include VAT) or GROSS (it does include VAT). Broadly speaking, if you are VAT registered and able to reclaim the VAT keep a NET event budget. If you are not VAT registered and therefore unable to reclaim the VAT keep a GROSS event budget. If in doubt, seek the advice of an accountant.

  • Check VAT status of income

    It’s crucial to understand where you need to pay VAT. For example, grants are generally not subject to VAT but commercial income (ie from commercial sponsorship, ticket income, concessions and merchandise sales) is likely to be. Errors or misunderstandings can be costly. 

  • Be conservative with ticket income targets

    When entering a projected ticket income, ensure that you have worked out and can demonstrate exactly how many tickets you will have to sell to achieve it. Remember to take into account any tax deductions, concession rates, group bookings or special offers and the likely impact on your target.

  • Consider complimentary tickets

    Think about any complimentary tickets you are planning to use for press, guests and competitions. Giving away tickets in a targeted way can increase media coverage, online presence and word of mouth but it also means less tickets to sell. Consider the impact on your potential income in relation to your capacity.

  • Record any ‘in-kind’ support

    It is important to record the value of any ‘in-kind’ support you receive separately. This refers to the donation of goods and services from partner organisations and supporters other than cash (i.e. volunteer time, discounted venue rates, lent equipment etc.) If you do choose to show ‘in-kind’ figures in your budget, make sure you enter the value as an income as well as expenditure and mark both entries as ‘in-kind’.

  • Back up your budget

    Always back-up and archive your budget as necessary. Ensure that you keep a record of which versions you have presented to outside parties such as funding partners.

Risk management

Risk management is about anticipating potential risks, recording and evaluating them and putting in place an effective plan to remove or reduce risks through control, measurement and contingency plans. Risk management should be embedded into all stages of the event planning and delivery process.  A risk assessment provides a record of all identified risks of holding an event, and details the steps you will take to remove or mitigate those risks.

If you haven't done already, a SWOT analysis can help you identify some of the risks and threats to your event.

A specific risk assessment must be carried out by a 'competent person' and cover all aspects of the event applicable to contractors, public, performers/artists, participants, staff and volunteers. You must determine the individual(s) within your management team best placed to undertake the event risk assessment. This may be the event manager, a health and safety advisor or expert or another individual at director level. 

Larger or more complex events may wish to employ an independent or specialist risk assessor. The risk assessment should be done well in advance of the event and monitored, reviewed and updated with new risks as they arise. Make sure all key staff and personnel are familiar with it and all actions are fully implemented.  

The Health & Safety Executive website has useful resources to help events and businesses assess and manage risk including five steps to manage risk and a risk assessment template.

Find out more about health and safety considerations for events.

Crisis planning

Event organisers must prepare plans that will allow them to respond effectively to health and safety incidents and other emergencies that might occur prior to and/or during their event. Emergencies might include organisational issues, financial problems, extreme weather events or medical emergencies. 

The Health & Safety Executive provide guidance for events around planning for incidents and emergencies.

The Purple Guide to Health, Safety and Welfare at Outdoor Events (subscription required) also offers extensive guidance in relation to contingency and emergency planning. The Guide to Safety at Sports Grounds (Green Guide) - SGSA has specific information on maintaining health and safety for events taking place within sports grounds and stadiums.

Phases of crisis management 

  • early warning and signal detection 
  • preparation and prevention 
  • communications 
  • damage containment 
  • recovery 
  • learning and reflection  

What to include in a crisis plan 

  • identify potential risks and vulnerabilities  
  • create strategies to prevent, mitigate and manage crises  
  • identify who will take action and what their roles will be  
  • name resources required for the delivery of the plan 

Though a crisis always carries an element of uncertainty, you can already craft pre-approved responses to broad crisis categories. It’s also good to appoint a spokesperson beforehand who has experience addressing the media. 

In any crisis situation, ensuring the safety of individuals is the top priority. 

During a crisis

Act quickly, clearly and consistently 

Should a crisis occur, it’s important to act quickly and have a clear and consistent message across all your channels. Think about what messaging and tactics you need to deploy for internal and external audiences. You may also want to pause or cancel any normal campaign activity or planned social media posts when a crisis hits. 

Monitor social media 

As the crisis unfolds, it’s good to monitor your social media to see how your audience is reacting and respond accordingly. 

Sustainable event development and delivery

Festival goers

Solas Festival

© VisitScotland / Luigi Di Pasquale

It is essential for event organisers to integrate sustainable development and responsible event management principles throughout the planning, development, and delivery of your event. This includes taking proactive steps to minimize the environmental impact and ensuring the event is inclusive, accessible and welcoming to all. By embedding these principles from the very beginning, achieving your sustainability goals will become significantly more attainable. 

Find more advice on running an environmentally responsible event and on inclusive and accessible events management. 

Measuring your event impact

Understanding your impact provides key insights that will help you develop and grow your event. It provides data context for potential partners and funders and shows you are a reliable and well-informed event organiser. 

The eventIMPACTS website is recommended in Scotland’s National Events Strategy as the main resource for how to measure and report your event impact. It covers five key impact areas:  

  • attendance 
  • economic 
  • social 
  • environmental 
  • media 

Each area has supporting documents, case studies and survey tools to help you assess your event impact. 

There are other additional resources and approaches to the measurement of event impacts. 

International Association of Event Hosts (IAEH) 

The IAEH has worked with experienced event hosts, event owners and industry experts to provide standard definitions for measuring the impact of events and contributing to global sustainable development goals. 

Culture for Climate Scotland

Culture for Climate Scotland have various tools and frameworks available to help you analyse your environmental impacts.

Business Gateway

Business Gateway host extensive advice and guidance on conducting market research and how it can help you identify new trends, opportunities, customers and competitors.  

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