Analysis of the Perth International Arts Festival: A Detailed Report

This report provides an analysis of the Perth International Arts Festival, a prominent cultural event in Western Australia. It examines the festival's form, location, budget considerations, and stakeholder management. The report details the festival's structure, including the various events and programs offered, and provides information on its location and size, including the number of attendees and venues used. Budgetary aspects such as promotion, rent, and other costs are considered. Furthermore, the report delves into the stakeholders involved, including the development team and corporate partners, and discusses the event management process, including planning, organization, and post-event activities. References to relevant literature on event and attraction management are also included.

Running head: ATTRACTION AND EVENT MANAGEMENT
Attraction and event management
Name of the student:
Name of the university:
Author note

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1. Type, dimension and attractions
Perth International Arts Festival takes place in the months of February and March. It is one of the
oldest and premiere cultural events of Western Australia. This annual international multi- arts
festival in the southern hemisphere was started in 1953 and provides the Australians with rich
culture and heritage. This festival offer the best international contemporary music, comedy,
theatre, film, literature, street arts, drama, visual arts and free events in the community. There are
other programs in the festival like Contemporary Culture Program and Perth Visual Arts Festival
(Andersson, Getz and Mykletun 2014).
2. Brief analysis
a) Form
There are many small events that are circled around the main festival which offers total
thirty Australian premieres. Perth international arts festival has the Western Australian
Indigenous Arts Showcase (WAIAS) as its part which involves 90 native musicians, singers,
songwriters, actors and comedians from all the largest states of Australia. This event is organized
to celebrate the art work of the contemporary artists all over the world and respect the culture of
the local people and their contribution towards the land, city and region.
b) Location and size
Through this festival of the University of Western Australia 500000 people gets
connected every year in Perth and Great Southern. The university supports the festival by
providing services and resources and Lotterywest has provided financial support since 1992. In

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all these years the venues of the festival kept varying from Somerville auditorium, Festival
gardens, Regal theatre to ABC Perth studios, Red hill auditorium, Cottesloe beach and so on.
c) Budget considerations
Promotion $9000
Rent $2000
Collection of fees $5000
Printing $1500
Others $2500
Total $20000
d) Number of participants
On the 60th birthday of this festival there were 194522 paid members and 700000 total
attendances among the audience. But on the following year it decreased a bit with 750 artists,
820 events and 250 screenings. The list of corporate partners change every year but there are
some partners who have a long term commitment of sponsorship in the festival. The essential
partners for long term include Rio Tinto, Lotterywest and Wesfarmers. (Parent and Chappelet
2015).
3. Stakeholders
The development team of the Perth International Arts festival finds a huge range of
stakeholders for supporting vision and mission of the artistic director to offer high quality annual
festival program. The specific team works hard to raise income through government, corporate
and donor programs, to engage the supporters in artistic program. They work in close relevance

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with the authorities and board members for increasing the support in art funding in Western
Australia. The events and sponsorship executive report directly to the development director of
the festival for managing and coordinating the festival partners and deliver a range of corporate
hospitality programs and stakeholder events. In addition to that the role is responsible for
managing the corporate hospitality programs of the partners to generate extra revenue (Emery
2010).
The Perth international arts festival has a practical element which involves the team to
plan and execute. To plan and execute that event the team is prepared by bringing about many
key principles and concepts of event management to be aware of their choices and decision that
is essential for the event. The focus should not shift from the planning stages of the event which
includes concepts and practical elements for operating the process. There are post event activities
which are as essential as the prior activities (Masterman 2014). These post event activities
include feedback collection, consideration and evaluation of legacy and should be included in
any planning and operation module of the event. The event management process has the key
concept starting with developing a concept, planning, managing and organizing of the event.
Event management theory and concepts provides detail of the Perth international arts festival
which secure visa for the international artists, musicians and speakers; a relatable review of the
environmental sustainability; and licit considerations for the artists and venue agreements. The
event cannot provide value to an organization in managing the resources of the system either
manually or by the support system. When there are events which are forwarded through multiple
levels of the event management hierarchy there is a chance that different actions are performed
by different processors. Problems might arise when one event processor states that an event
which is ion a fixed state and the other reports which are in some other state. To avoid the

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arousal of such situation status change of one event processor can be spread to others through
which the event has passed (Getz and Page 2016).

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Reference
Alexander, K. ed., 2013. Facilities management: theory and practice. Routledge.
Andersson, T.D., Getz, D. and Mykletun, R.J. eds., 2014. Festival and event management in
Nordic countries. Routledge.
Brigham, E.F. and Ehrhardt, M.C., 2013. Financial management: Theory & practice. Cengage
Learning.
Cole, G.A., 2004. Management theory and practice. Cengage Learning EMEA.
Dalkir, K. and Liebowitz, J., 2011. Knowledge management in theory and practice. MIT press.
Emery, P., 2010. Past, present, future major sport event management practice: The practitioner
perspective. Sport management review, 13(2), pp.158-170.
Getz, D. and Page, S.J., 2016. Event studies: Theory, research and policy for planned events.
Routledge.
Hayes, J., 2014. The theory and practice of change management. Palgrave Macmillan.
Kaplan, R.S., 1998. Innovation action research: creating new management theory and
practice. Journal of management accounting research, 10, p.89.
Masterman, G., 2014. Strategic sports event management. Routledge.
Parent, M.M. and Chappelet, J.L. eds., 2015. Routledge Handbook of Sports Event Management.
Routledge.

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Pearson, C.M. and Clair, J.A., 1998. Reframing crisis management. Academy of management
review, 23(1), pp.59-76.