Master Planning Timeline – All Appendices 1

Appendix 1. Plan Ahead Identify Dates

Is your meeting scheduled during peak meeting season or during the holidays? If so, book
accommodation, speakers and audio visual support at least six months prior to your event date.

Peak Meeting Season

 February – June
 September – November

Major Holiday Weeks

 New Years
 Easter
 Passover
 Memorial Day
 July 4th
 Labor Day
 Thanksgiving
 Christmas
 Chanukah

Helpful Reminders
 Allow time for set up & rehearsal
 Allow time between sessions to re-set rooms
 Book meeting rooms in 24 hour time blocks
 Verify each presenter’s audio-visual requirements
 Verify when presenters will arrive & rehearse
 Check room capacity for seating and AV equipment
 Consider line of sight obstacles (pillars, chandeliers)

Avoid Unexpected Costs

 Check for secured storage supplied by the venue
 Schedule rooms to avoid having to re-set the audio-visual
 Re-confirm audio-visual equipment needs 2 weeks before event date

Appendix 2. Pre-Event Arrangements

Staff Assignments
 Ticket Collectors, Cashiers, Ushers, Escorts for Special Guests
 Coordinate Attendance
 Inventory Liquor Before and After Function
 Make and/or Distribute Posters, Signage, Seating Lists, Place Cards, Menus, Programs,
Gifts
 Attend to Entertainers’ Needs

Instruct Staff and Attendees On

 Seating Procedures
 Informing Attendees of Location Changes
 Assignments at Alternate Locations
 Handling Admission, Tickets, Cash Collection
 Special Meal Requests

Check Periodically that all Instructions are Being Carried Out

 Room Set-ups
 Ticket Sales
 Cocktails

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Master Planning Timeline – All Appendices 2

 When Doors Open

 Seating of Head-Table Guests
 Special Opening Ceremonies
 Food Service
 Tables Cleared
 Speakers
 Music, Entertainment, Dancing

Prepare for Post-Event Activities

 Distribute Tips (if gratuity not included on catering bill or service warrants additional)
 Arrange for Clean-Up, Including Picking up any Extra Event Materials
 Supervise Inventory, Return of Unused Beverages, Mixes, Food
 Review Billing, Accounting, Checkout Procedures with Facility Staff

Appendix 3. Pre-Event Arrangements

Income Items
 Registration Fees
 Guest Tour Fees
 Sporting Event Fees (Golf Outings, Other)
 Tickets (Banquet, Dinner, Other)
 Exhibit Booth Sales
 Sponsorships
 Advertisement Sales
 Proceedings (Tapes, etc.)
 Interest earned

Expense Items
 Staffing Costs (Salaries, Benefits, Travel, Housing, Meals, Phone)
 Overhead (Rent, Office Supplies, Equipment)
 Legal Fees
 Insurance
 Site Selection Costs
 Space/Facility Rental
 Audio/Visual Services
 Speakers (Honoraria, Travel, Meals, Other)
 Food and beverage
 Program Committee (Volunteer) Costs
 Temporary Staffing
 Gratuities
 Design and Production of Print Material
 Printing, Photocopying
 Advertising Costs
 Shipping
 Equipment Rental (Computers, Copiers)
 Phone
 Bank Charges (Processing Credit Cards)
 Postage
 Registration Booths
 Production
 Photography
 Press Costs (Press Room, Press Conference)
 Decoration
 Signs
 Exhibit Expenses

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Master Planning Timeline – All Appendices 3

 Awards
 Flowers
 Special Events
 Gifts, Amenities
 Guest Tours
 Sporting Events (Golf Outings, Other)
 Transportation
 Miscellaneous

Appendix 4. Registration Procedures

Review
 Past Attendance, Arrival/Departure Patterns, Registration Procedures
 Available Personnel, Facilities
 Classifications of Registrants (Member, Exhibitor, Speaker, Spouse, Guest, Other)
 Identification Required to Register
 Information to be Collected on Registration Forms

Evaluate Registration Methods

 Advance Using Paper Form
 Advance via Web, Using Online Form
 On-site Using Paper Form
 On-site Using Computerized System
 On-site via Web, Using Online Form

Set up Systems to Manage

 Pre-Registration
 On-Site Registration
 Service/Information Centers
 Daily On-Site Counts (Functions, Guaranteed Events, Sessions)
 Lead Retrieval (Exhibitor Prospects, CEUs)

Registration Forms
Format of Forms
 Advance Forms
 On-site Forms
 Single, Multi-Copy (NCR)
 Color-Coding
 Numbered, Unnumbered
 Costs
 Supplier
 Delivery Schedule

Information and Instructions on Form

 Event Name
 Event Logo
 Event Location
 Event Dates
 Event Web Site
 Information on How to Return Form
 Registration Instructions
 Pre-registration Cut-Off Dates and Pricing
 Housing reservation Cut-Off Dates and Pricing
 Payment Methods, Credit Cards Accepted

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Master Planning Timeline – All Appendices 4

Attendee Data
Contact Information
 First Name
 Middle Initial
 Last Name
 Title
 Organization
 Mailing Address
 Mail Stop (for Large Corporations)
 City, State, Zip/Postal Code
 Country
 Phone and Fax Numbers (with Country Codes for International Events)
 Email Address

Badge Information
 Badge Name (First Name or Nickname as it will appear on Badge)

Demographic Information
 First Time Attendee
 New Member
 Marketing Demographics (Decision-Making Role, Procurement Budget, Intent to Buy)

Event Registration Information

 Registration Classification
 Sessions Attending
 Special Events/Functions Attending
 Attendee Type (Speaker, Author, Chair, Attendee, Exhibitor, Guest, Staff)
 Ribbon Categories

Fees/Payment Information
 Fees, Charges
 Payment Method (Check, Credit Card, Purchase Order)

Housing
 Preferred Hotel (for Citywide Event, Offer 1st/2nd/3rd Choice)
 Type of Room (Single: 1 Bed-1 Person; double: 1 Bed-2 Persons; Double-Double: 2
Beds-2 Persons; Triple; Quad; Smoking; Non-Smoking)
 Need for Special (ADA) Accommodations
 Arrival Date/Time
 Checkout Date/Time
 Sharing Room with ----------------------------------

Special Needs
 Accommodations for Disability
 Special Dietary Needs
 Guest Information

Online Registration - Hosting Your Own Web Site

 Design User-Friendly Online Form (Custom, Template, Smart Form)
 Provide Step-by-Step Instructions
 Designate Which Fields are Required
 Help Troubleshoot (Frequently Asked Questions, Email Contact, Customer Service
Phone Number)
 Give Option to Print Form
 Use Secure Server for Credit Card Processing

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Master Planning Timeline – All Appendices 5

 Protect Financial Data Using Digital Certificates

 Verify Credit Cards Automatically
 Confirm Registrations with Unique Confirmation Number (Email Message, Printable Web
Notification)
 Integrate Online Forms with Registration Database
 Using an Application Service Provider (ASP)
 Define Services Provided (Customized Forms, Secure Server, Credit Card Processing,
Automated Confirmation)
 Determine Transaction Fees
 Instruct Staff on How to Use Password-Protected Administrative Area (Badges, Lists,
Reports, Changes)
 Confirm Compatibility with Your Registration Database
 Link to ASP Web Site From Event Web Site

Badges
 Type (Plastic, Embossed, Paper, Adhesive, Clip-On, Pin-On)
 Format (Typed, Hand-Written, Computer-Generated)
 Color-Coding
 Size
 Ribbons
 Lead Retrieval (Credit Card Badge, Mag-Stripe, Bar Code, Smart Card)

Registration Lists
 Processing Method
 Information Included
 Pick-up, Delivery
 Supplier
 Quantity
 Distribution
 Format (Alphabetical, Industry, Registrant Classification, etc.)

Registration Packets
 Program
 Registration List
 Badge(s)
 Tickets
 Membership Information
 Schedule Changes

Registration Personnel - Evaluate Numbers of People Needed For

 Registration
 Clerks
 Cashiers
 Messengers
 Security
 Interpreters
 Information/Service Desks
 Greeters

Possible Personnel Sources Include

 Staff
 Volunteers
 Hotel
 Convention and Visitors Bureau
 Supplier

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Master Planning Timeline – All Appendices 6

Consider These Cost Factors

 Rates (Hourly, by Job)
 Overtime
 Sundays, Holidays
 Special Allowances (Meals, Parking, Travel)

Registration Personnel Management

 Detailed Written Instructions
 Pre-Convention Briefing
 Staff Person in Charge
 Post-Convention Review
 Check-In, Check-Out Procedures
 Schedules

Explain in Briefing and in Writing

 All Working Forms
 Specific Responsibilities
 Filing, Record-Keeping Procedures
 Identification Required to Register
 Fees
 Reference Aids
 Special Policies, Potential Problems
 Courteous Behavior (Welcome First Timers)
 Staff Contact

Accounting Procedures and Controls

 Registration Fees
 Ticket Sales
 Publication Sales
 Refunds, Cancellations
 Check Cashing
 Credit

Money Records and Reports

 Dates, Time
 Cash at Opening, Closing
 Check Totals
 Charge Totals
 Opening, Closing Inventory

Consider these Security Precautions

 Cash Boxes, Registers
 Safety Deposit Boxes, Vaults
 Guard Service
 Check-In, Check-Out Procedures
 Bonded Cashiers

Registration Area - Inspect Area for Adequate

 Lighting
 Size, Flexibility
 Telephone Hook-Ups
 Internet Access
 Accessibility

Designate Information/Service Areas

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Master Planning Timeline – All Appendices 7

 Pre-Registered
 On-Site Registration
 Ticket Sales
 Information/Messages
 Membership
 Emergency Housing
 Hospitality
 Transportation
 Publication Sales
 Press Relations
 Secretarial
 International Registrants

Order Equipment (type and number)

 Platforms
 Counters, Tables
 Chairs
 Computers, Printers
 Credit card Authorization Scanners (with Phone Lines)
 Typewriters
 Bulletin Boards
 Easels
 Blackboards
 Cash Boxes, Registers
 Waste Baskets
 Photocopiers
 Fax Machines
 Telephones

Specific Office Supplies needed

 File Boxes
 Date, Number Stamps
 Stationery, Carbons
 Typewriter Supplies
 Pens, Pencils
 Staplers, Tape, Clips
 Rubber Bands, Scissors, Rulers
 Tool Kit

Arrange for
 Signs to be Set Up
 Procedures for Telephone Charges, Messages
 Rope, Stanchions to Direct Traffic Flow
 People to Stand at Queues and Answer Questions
 Other Support Services

Appendix 5. Printing Needs

Hire a printer for all your needs, Including:

___Invitation to Ceremony, Party, Benefit or Main Event
___Invitation to Reception (if applicable)
___Response Card
___Response Envelope
___Invitations
___Seating Cards

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Master Planning Timeline – All Appendices 8

___Cocktail Napkins
___Matches
___Programs
___Agenda

Request Directory of Suppliers in the area from the Convention & Visitor Bureau.
 Advertising
 A/V Services
 Car Rentals
 Carpentry
 Catering
 Decorations
 Destination Management Companies
 Duplication Services
 Entertainment
 Exhibit Service Contractors
 Floral Arrangements
 Freight Handlers
 Furniture and Equipment
 Media Relations/Public Relations
 Modeling Agencies
 Photography
 Printing
 Props
 Security
 Speakers
 Temporary Personnel
 Transportation
 Other Service Providers

Discuss with Convention & Visitor Bureau

 Local Taxes
 Event-Related Rules, Policies, Licenses
 Union Contract Specifications
 Fees for Bureaus Services
 Other
Note: Maintain contact with bureau throughout event.

When Choosing Suppliers

 Determine how long company has been in operation in the area.
 Check on company's financial history.
 Obtain references from companies who have used their services.
 Determine whether staff is adequate to handle your needs.
 Obtain rates and pricing structure.
 Determine extent of insurance coverage.

Appendix 6. Planning the Program (Part 1)

In planning the conference program, you can create an almost infinite number of possible
designs. This is an important process because even high-quality sessions can lose their value if
the program is not properly planned. The program planning process should begin after the
following steps have been completed:

 The conference purpose has been defined.

 The audience profile has been determined.
 The number of participants has been estimated.

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Master Planning Timeline – All Appendices 9

A well-planned program interrelates the above three factors with conference events, presentation
methods, and event scheduling. Your mission here is to design the best combination of events,
presentation methods, and scheduling to serve your conference. Although many combinations
may be wrong for your conference, there is not one right program; many different programs will
work well. Your program should not be set so rigidly that it does not allow some flexibility.

Events
 Registration. All conferences need a registration period even if all conferees are pre-
registered. Attendees must still check in, pick up conference materials, and receive
conference information.

 Orientation. Many conferences schedule one or more orientation sessions. These

sessions permit conferees to learn more about the conference or its sponsors and can
also make first-time attendees feel welcomed.

 Opening Session. Most conferences have an opening session, which may feature a
keynote speaker. A keynote speaker, if one is invited, should energize and set the tone
for the remainder of the conference or at least for the day. Other speakers may be used
instead of or with the keynote speaker, such as an officer or local member of the
sponsoring association or local officials. Ceremonies, award presentations, musical
groups, film presentations, or other exciting events may be part of the opening session.
The energy level of your group will be extremely high at this time. All opening sessions
should include a welcome address.

 General Sessions. General sessions are also known as plenary sessions--gatherings of

all the conferees together. These sessions may include food functions, opening and
closing sessions, entertainment sessions, business sessions, or sessions to discuss
topics of interest to all conferees.

 Follow-up Sessions. These sessions provide additional time for a small group to discuss
topics presented at a previous session and should include the presenter or speaker from
the first session.

 Concurrent Sessions. When two or more sessions are held at the same time they are
known as concurrent sessions. These sessions may divide conferees into groups so that
an equal number of conferees attend each one, or they may be presented so that
conferees have a choice of which sessions to attend. Various presentation methods can
be used in concurrent sessions, some of which are described in the next section.

 Breaks. In between consecutive sessions you should schedule a break. Breaks may be
as short as ten minutes and last as long as thirty minutes. When soft drinks or snacks are
available, it should be designated as a refreshment break. Breaks tell your conferees that
there is a schedule, and, to help them keep that schedule, you have planned time for
restroom visits, traveling, stretching, smoking, etc.

 Workshop. This is a group assembled to discuss a common issue, problem, or interest.

Frequently, "workshop" is used to refer to a concurrent breakout session.

 Closing Session. Conferences that end without a closing session send conferees away
feeling a little empty. Closing sessions should uplift conferees and send them away
feeling informed, renewed, and energized. Ceremonies, special videos, entertainment,
reports from work group sessions, or presentations made by convention bureau
representatives from the site of next year's conference work well also.

 Banquets. For purposes of this section, banquets include plenary breakfasts, luncheons,
dinners, or other food functions at which all conferees will gather together. These
functions should have a purpose. Consider the following possible purposes:

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Master Planning Timeline – All Appendices 10

 To offer fellowship, nourishment, and nothing more.

 To set the mood for the following event.
 To relax the group after a particularly taxing session or day.
 To make awards, presentations, or announcements.
 To provide entertainment.
 To present guest speakers.
 To offer a transitional period to bridge two segments of the conference.

 Receptions. Receptions can vary greatly in their degrees of formality. They provide a
period for people to talk and to meet each other and the association's officers or local
officials. Receptions can be used to entertain, to keep attendees from wandering, or to
prepare for an upcoming event. These events are particularly helpful in providing
networking time for large conferences.

 Tours/field trips. These trips are usually scheduled for entertainment purposes or to
provide a convenient way of visiting local attractions. However, you may schedule a trip
as part of conference business. For example, a tour of a model facility could be planned,
followed by or preceded by a session at the conference site to discuss the tour.

 Free Time. Free time is simply any break period of more than thirty minutes when
conferees have time to do what they want. Free time allows conferees to take care of
business matters, attend exhibits, purchase conference items, shop, check out, or simply
prepare for a special part of the conference program.

Presentation Methods
 Buzz group or buzz session. In a buzz session the audience is divided into
small groups for a limited period of time. Each group member is asked to
contribute his or her ideas or thoughts. Buzz sessions can be used to develop
questions for a speaker or panel, offer ideas regarding how to address an issue
in the future, or react to the information that has been presented in the session.
Buzz groups can be used in general sessions or concurrent sessions.

 Case study. A case study provides a detailed report of an incident or event

through either an oral or written presentation, and sometimes on film. A
discussion usually follows the presentation of a case study. This is a very
effective presentation method for large workshops.

 Clinic. A clinic is a session in which participants respond or react to a common

experience. A clinic may be used as a follow-up session after a field trip.

 Colloquy. This is a modified panel presentation in which half the panel

represents the participating audience and the other half are experts or
professionals in a field related to the discussion topic. Presentation time is
equally divided between the two groups. This is an effective way of discussing
issues from different points of view and getting the audience involved in the
discussion.

 Debate. In a debate, two individuals or two teams present two opposing views of
a common issue. Each side is given equal time. A moderator is assigned and
generally the audience listens rather than participates. Be flexible; it is the role of
the moderator to keep the presentations on schedule, raise relevant questions,
and allow each presenter time to respond.

 Dialogue. This type of presentation requires a high skill level for presenters. Two
individuals discuss issues in an in-depth conversation, but their views don't need
to be different or opposing. This is not recommended for a large general session.

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Master Planning Timeline – All Appendices 11

 Interview. Using this method, one or more people respond to questions from an
interviewer. This is particularly effective for a concurrent session in which the
person being interviewed is an outsider who has expertise or skills that easily
transfer to victim services.

 Panel. This involves a group that makes an orderly presentation on an assigned

topic. The audience may or may not ask questions or participate in the
discussion.

 Role Playing. Role Playing uses participants to act out real-life situations. There
is no script; players' actions are spontaneous. A discussion with the audience
usually follows the role playing.

 Speech. In a speech, one speaker makes a formal oral presentation. It is usually

a one-way communication.

 Skit. This is a short rehearsed presentation with a planned script. It works best in
concurrent sessions. The audience may or may not participate. The purposes of
a skit are varied--to entertain, to shock, to illustrate, or to provoke thought.

 Work Groups. Usually, the audience is divided into groups with a the goal of
producing a product at the end of discussion. A group leader is selected to
present the thoughts of the work group to the whole session. Everyone is given
an opportunity to participate in the groups. The products of the groups may be
presented immediately after group discussion or at a later session.

Scheduling
There are certain things you can do in terms of scheduling that will help produce a better
conference. Most are a matter of common sense when you consider the impact of your
scheduling decisions. But don't get overly concerned if the optimum schedule is not one of your
options; sometimes certain scheduling options are unavailable. Here are some tips on effective
scheduling.

 Tip 1: When overnight accommodations are required, schedule registration periods and
events after hotel check-in is available and before check-out is required. When this is not
practical, be sure to arrange for safe storage of luggage and schedule free time for
check-out.

 Tip 2: Vary events between those with no alternatives and those that offer choices.
Conferees like choices, and choices should be available to accommodate different skill
and experience levels.

 Tip 3: When a conference lasts longer than a day, schedule free time. A conference day
is longer than a normal work day, and sometimes more draining.

 Tip 4: Spread intense sessions. Follow an intense session with free time or a lighter
session.

 Tip 5: Schedule sessions with stimulating presentation methods after lunch. Energy
levels are lowest after lunch; stimulating sessions prevent sluggishness.

 Tip 6: Schedule breaks in between sessions. This has been mentioned before but is
worth mentioning again.

 Tip 7: When conferees are "on their own" for lunch, provide information about
restaurants, prices, and service time. Your conferees will appreciate this and it will help to
keep your conference on schedule.

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Master Planning Timeline – All Appendices 12

 Tip 8: Large groups need more time for networking than smaller groups. Allow for
adequate networking time in your schedule so participants can learn from each other and
from conference staff.

Planning the Program Part 2

Program Content and Format
 Facilitate program planning committee meetings and conference calls; follow-up on
action items.

 Assist committee with development of conference theme, format, educational and

business content, and social programs.

 Develop abstract submission and review protocols.

 Acknowledge receipt of abstracts and provide status to authors.

 Compile and tabulate abstract submissions (based on Call for Papers solicitation) for
review by committee.

 Review a prior year conference evaluations in order to provide committee and/or your
staff with insight and suggestions for potential topics or speakers.

 Assist committee and/or your staff with selection of topics, tracks, speakers, session
schedule, moderators, poster presentations, keynote speakers, and learning objectives.

 Consult with your staff and conference team on meeting logistics, exhibits schedule,
social activities, ancillary meeting schedule, any pre- or post-conference symposia or
courses, and continuing education requirements vis-à-vis structure and educational
content of your overall event.

 Prepare tentative conference agenda for review by committee and/or your staff and
finalize for external use.

 Monitor and report on progress of session development, speaker cancellations and

changes.

Speaker Liaison
 Prepare and mail speaker (and moderator) confirmation packet including cover letter,
registration procedures and fee, travel and hotel information, reimbursement policy, oral
and poster presentation guidelines, CME/CEU disclosure form, and deadlines for
submission of AV requirements, CVs, electronically-formatted presentations, and hand-
outs.
 Prepare and mail abstract rejection letters.
 Invite and/or confirm keynote speakers.
 Confirm participation by co-sponsoring organizations, if applicable, including co-sponsors’
obligations;
 Maintain speaker check-list; collect speaker requirements and presentation materials;
communicate room setup and technical information to hotel and AV vendor.
 Respond to general inquiries, or refer to appropriate faculty or to your staff.
 Monitor progress of session and track development, speaker commitments, changes and
cancellations, session descriptions; provide periodic program (agenda) updates to
committee, faculty and your staff.
 Collect, review for accuracy, and load electronic presentations onto computer according
to session date, time, room, track/topic, sequence of speaker.
 Ensure speakers are registered and that name badges and tent cards are produced.
 Coordinate travel and hotel accommodations for selected speakers.

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Master Planning Timeline – All Appendices 13

 Assure adequate support for presenters on-site (meet and greet, speaker ready room,
technical briefing, and production support).
 Prepare post-conference thank-you letters to moderators and speakers, and expedite
travel reimbursements.

Appendix 7. Site Selection & Inspection

Once you know what kind of function you’re holding (which is not always so simple a question to
answer), you can decide what kind of venue will be appropriate.

But first ask: Is there a corporate preference? Hotel? Close to the office? Out of town? Will
parking be required?

Again, if possible, look at the history of what your company or group has done in years past and
use it to guide your options. Perhaps there were certain locations that attracted more attendees
than others. Or, if this is a debut event, it’s always helpful to survey potential attendees and see
where they’d like the event to be, whether it be a small inn, a major hotel with all the amenities, a
convention center or some other unique site. (But remember our earlier caution: Surveying
attendees can often be more trouble than it’s worth. Once again, know in advance that you can’t
please everyone.)

Then, consider the pros and cons of that destination. Factor in such issues as entertainment
options and tourist attractions for attendees beyond the activities in the hotel or convention center
and the image of the facility in terms of what you’re trying to convey to investors, top
management and, perhaps, the press. Continuing to keep a clear eye on the meeting’s ultimate
goal is also crucial, says Michelle Issing, general partner at Designing Events, a meeting
management company in Baltimore. "If you’re hosting an event to impress clients, that’s different
than if you’re an association hosting an event for your members," she says.

In addition, be sure the venue can set up a group registration area for your attendees and that
they’ll be able to handle shipments before you arrive. You’ll want to deliver all your registration
materials, booklets, gifts and other materials before the event, and you’ll want to find out exactly
who will be receiving these items—get each person’s name, title and direct phone extension.
Make sure the location has space (and enough outlets) for AV equipment in the main room as
well as in the smaller rooms for “breakout” sessions.

At this point, it’s key to honestly think about who is coming to the event. It matters if the group is
comfortable traveling to more out of the way destinations or whether they’d prefer to stay within a
certain neighborhood. Your event’s locale also depends on the number of people you’re expecting
and the specifications required by the company. For example, Issing recalls having a tough time
finding a venue for one client since the firm wanted to have a laser show to cap off their annual
meeting. “With this sort of production, we needed to find a ballroom with a 25-foot ceiling,” she
says.

Be sure to look for the basics during an on-site visit. Visit the venue when it’s at full-occupancy
and there are plenty of meetings taking place, as well as when it’s empty. Make sure the venue
can accommodate your meeting. This is the time to be truly detail-oriented.
No matter what venue you pick, expect to put down a deposit on the space and be sure to ask
exactly what’s included in the usage fee (for example, meeting space, complimentary breakfasts,
coffee breaks and additional meeting space should you need it).
Don’t forget to think outside the hotel box. Consider a museum, a downtown glassed-in atrium, a
botanical garden, maybe a private club, or even a national landmark.

A Site Selection Tip Sheet

Some of this is going to seem obvious, but then taking care of the obvious should be ingrained
into the very fiber of an event and meeting planner.

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Before You Go
 Ask the facility for references from planners who have held meetings there recently.
 Does the facility have certain dates available that could provide you with lower room
rates? Can the group have meals and functions separately? Are there special menus to
choose from?
 Send your preliminary agenda and AV list along before you go, as well as your banquet
requests. Include in this document any or all special accommodation or setup needs. For
example, you might need a particularly large stage. This gives the facility time to prepare
for your meeting.
 Discuss the number of attendees, as well as the number of sleeping rooms you’ll require.
 Is the hotel ADA (wheelchair) accessible?

When You Are There

 Get the name, address, telephone and fax numbers, and email addresses of the facility,
and double-check the spelling for your invitations.
 Check out meeting rooms personally, when they are in use as well as when they are
empty.
 Check out the grounds, the ease of access, the reception area. In hotels, check out the
front-desk people and the ease of check-in and check-out.
 Are the ashtrays clean in the smoking rooms?
 Does the food look appealing?
 Do the chairs look (and, more importantly, feel) comfortable?
 Is there a convenient coat check, and is there sufficient staff to head off long lines?
 What is the facility’s rules for extra signage? Will you get adequate display? (Some
museums are sticky about this.)
 Are the meeting rooms private and sound-proof? Are they close to the kitchens? If there
is a house phone in the room, can the sound be turned off? Does the staff know to keep
out of the room during sessions? Are the hallways relatively quiet?
 If this is a hotel, is there a weekend rate for guests staying on after the meeting is over?
 Are there adequate lighting and ventilation controls?
 Are there enough electric outlets?
 Are there sufficient phone jacks for modems?
 Are there enough elevators for attendees rushing to events?
 Are there lots of phones available for use during breaks?
 Would it be difficult to see/hear a speaker from the back of a meeting room?
 How wide is the room? Is there room for a podium, head table, screen and whatever else
you’ll need?
 Is there an adequate number of restrooms?
 Is the exhibit space very far from the meeting rooms?
 Is there a business center on site or close by for copies and emails?
 Is the venue itself in a safe part of the city?
 Is there adequate parking?
 Is the facility “safe”—that is, are there adequate exits that are permanently unlocked, are
there proper handrails in stairwells, is there adequate lighting around exits, have the
elevators been recently inspected, and so on. At least for a few minutes, think “worst
case”: What if there was a fire? An earthquake?
 Are there enough security guards on call?

Some Other Questions You Should Ask

 What is the latest date until which the facility will hold the rooms? (Don’t be pressured to
sign on the spot.)
 Will the facility receive and store registration boxes and delegate kits ahead of time, and
if so, at what charge?
 Is there state-of-the-art AV equipment on hand? And the staff to do the inevitable
troubleshooting?
 How soon can the rooms be set up?

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 Is the facility unionized? Are there any contracts coming up for renewal that might
precipitate a strike?
 Can the facility create a message center for your attendees?
 Are there any renovation plans in the works? (If so, the noise can be a factor; there’s
nothing worse for speakers than to be drowned out by jackhammers).
 Does the facility provide transportation to and from the airport or will you need to hire a
destination company for transfers?

Appendix 8. Negotiating Agreements and Contracts

It is common practice to have a formal agreement between the hotel and the client; these are
known as letters of agreement or hotel contracts.

It is important to know which individuals in your organization have the authority to enter into a
contract with a hotel or meeting facility. Once an agreement is signed, it may be binding even if a
client's representative does not have authority to sign a contract.

Negotiations frequently involve a series of inquiries and conversations between the hotel and the
client before an agreement can be reached. This process may take several days or weeks. The
bottom line in negotiating is that the hotel needs to make a profit on your business and, at the
same time, you need to pay a reasonable price for the services you are buying. Comparative
shopping will help.

What is negotiable? Everything—you will be in a stronger place however if you negotiate from a
position of knowledge.

 Know what you want to buy.

 Know what is a competitive price for what you want.
 Know what your budget is.

Also keep in mind that negotiations should be viewed as a collaborative effort among
professionals. Neither party should regard their relationship with the other as adversarial.

Definitions
Some commonly used terms you should know are:
 Room block. The number and type of rooms the hotel will hold in reserve for a client.
 Room pickup. The number of rooms actually used by the client
 Breakouts. Commonly used to refer to the number of rooms used for concurrent meeting
sessions.
 Rack rates. The hotel's official posted rates for sleeping rooms.
 Group rates. Also known as net rates, refers to discounted room prices given to clients
responsible for bringing in large pieces of business.
 Flat rate. Refers to a single group rate for sleeping rooms for all of your business. This
rate may not include suites.
 Sliding scale of group rates. Discounted sleeping rooms based on the type of guest
rooms (single, double, twin, etc.) that will be used.
 Full American Plan. Room rate includes three full meals.
 Modified American Plan. Room rate includes breakfast and dinner.
 European Plan. No meals are included in the room rate.
 Food and Beverage. Includes breakfast, refreshments (includes coffee, tea, hot
chocolate, juices, soft drinks, Danish and pastries, yogurt, pudding, snacks, etc.), lunch,
receptions and buffets, banquets, cash bars, and generally anything ordered from a
menu.

Power Points

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Conference planners use a checklist to tally the points that make a potential site attractive. Hotels
make the same type of list for potential clients. Be aware of the points that make your conference
attractive business.

Location.
Some cities have a reputation as major convention sites. The attractions of the city are so great
that hotels and meeting facilities command higher rates. Smaller cities, known as second-tier or
third-tier cities are often attractive sites and offer lower rates.
 Meeting months. For many sites, April, May, September, and October are popular
meeting months. For some resort sites, the summer months are most popular. Meeting
around, rather than during, a site's peak season often means a lower available rate.

 Arrival/departure days. Your arrival and departure pattern can mean a lower rate. Most
properties welcome a group arriving on Friday and departing on Sunday; this is usually a
slower period for hotels unless a city is hosting a special event. Sunday-Wednesday and
Wednesday-Friday are also arrival/departure patterns preferred by most hotels.

 Holiday meetings. Many groups do not like meeting during or around holidays, but those
that do find advantages. A lower rate is one advantage!

 Conference clients. Some groups are more attractive than others. A group whose
members represent potential business is well-positioned to negotiate. Groups that require
"low maintenance" and groups that bring high notoriety and good publicity are also
attractive.

 Food and beverage use. Groups that use a hotel's food and beverage service are much
more attractive than those that do not. The more services you use, the more attractive
your group is.

 Sleeping rooms/meeting rooms ratio. A group that uses all of the hotel's sleeping
rooms usually will be offered all of a hotel's meeting rooms. Using fifty percent of a hotel's
sleeping rooms may mean that all of the hotel's meeting space may not be available to
you. The reason for this is that if you were to use all of the hotel's meeting space and not
all of its sleeping rooms, your use of all of the meeting space would hamper the hotel's
ability to sell the other sleeping rooms. But be aware of hotels that have a
disproportionate number of sleeping rooms to meeting space; they can present a lose-
lose situation for you. If you use all the sleeping rooms in this type of hotel, there may not
be enough breakouts or meeting space for your group. If you don't use a high
percentage of the sleeping rooms, all the meeting rooms won't be available to you.

 Special events. Entertainment and guest speakers open to the public in addition to
conferees means additional revenue and publicity for the hotel.

 Low cancellation history. Conferences with a history of few no-shows and cancellations
make points with hotels.

A review of these points will help you determine the value of your conference, which is the key
factor in negotiating an agreement.

Elements of an Agreement
Each hotel or meeting facility has its own contract requirements, and clients have certain
requirements too. Most elements of the contract are standard. Following is a list of items
commonly used in hotel contracts and agreements:

Identification of Hotel and Group

 Name of hotel and address.
 Name of client and address.
 Client's contact person and title.

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 Name of function or conference title.

 Official dates of meeting, arrival and departure dates plus early and late requirements.
 Anticipated number in attendance.
 Guest Room Commitment

Room block specifies the number and types of guest rooms reserved for your group by the hotel.

Sample Block Form

DAY SUNDAY MONDAY TUESDAY
DATES MAY 5 MAY 6 MAY 7
ROOMS SINGLES 100 200 200
DOUBLES 75 100 100
SUITES 3 5 3
TOTAL 178 305 303

 The cutoff date indicates the date up to which the hotel will hold the room block at the
group rate. Usually, the hotel will continue to accept reservations at the group rate after
the cutoff date on a space available basis; however, it is a negotiable point and it should
be clarified in the contract.

 The reservation procedure contains all the details on how the hotel will handle
reservations. The group may direct all attendees to make reservations with the hotel, the
group may submit a rooming list, or the group may use printed reservation cards.

 Check-in and check-out times.

 Incidental and personal charges commonly are the responsibility of each guest except as
otherwise directed in writing by the group. Be sure to identify key personnel such as
speakers, staff, and VIPs whose charges may go on the master account.

 Complimentary rooms usually are offered by the hotel on a "one for 50" basis, that is, the
51st room is free. Be specific on how this will be calculated. It is to your group's
advantage to have complimentary rooms calculated on a cumulative basis. That is, you
should receive each complimentary room as the room pickup increases, calculated by
adding all rooms booked by attendees for pre-conference, conference, and post-
conference dates. Complimentary rooms should not be calculated based on only those
nights with a pickup of 50 or more rooms. Additionally, hotels may offer complimentary or
discounted staff and VIP rooms. Suites, room upgrades, complimentary cocktail
receptions or coffee breaks, etc., can also be negotiated.

 A walking provision refers to the hotel's responsibility in the event that it fails to honor the
reservation of any confirmed guest. It is not unreasonable for a group to demand free
lodging at an equivalent or better hotel plus transportation for "bumped" attendees at the
expense of the hotel. Other arrangements may be acceptable, such as free lodging one
night and a return to the hotel on the second night.

 A room guarantee provision indicates the party responsible for room guarantees, the
cancellation policy, and any special requests, such as holding rooms for late arrival
beyond the hotel's normal cancellation time.

Rates, Fees, and Charges

 Guest room rates are usually confirmed one year in advance. Agreements made further
in advance may include a room rate of a certain percentage below the hotel's rack rates
at the time of the conference.

 Rate caps provisions are important. They ensure that the conference room rates offered
to you by the hotel will not be greater than the lowest rate offered through any other

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promotional packages during the conference dates, and they ensure the rates will not
increase.

 The staff rooms provision indicates what has been negotiated for staff rooms, such as
discounted rates or complimentary services. Be specific in stating the number of staff
rooms required each night.

 A family plan indicates the hotel's policy on charges for children staying with parents.
Many hotels offer no charge for children under 18 years of age when they stay in their
parent's room.

 Pre-conference and post-conference rates indicate how many days before and after the
conference the group rate applies.

 The gratuities provision indicates any special arrangements for gratuities for hotel
services. Gratuities may be at the discretion of the guest, or agreements may indicate
that the guest shall not provide gratuities for valet parking, bell persons, etc.

 Incidental charges indicates charges and fees for services such as parking, shuttles, and
recreational facilities. Be sure that these charges do not exceed the "norm." The contract
should specify current charges for fees that are paid by guests.

Billing and Credit Arrangements

 Hotels usually establish a master account for a group subject to a review of
creditworthiness. Should credit not be approved, other arrangements for advance
payment will be made.

 Direct billing for the master account is usually established by completing a form that
indicates the entity, address, and name and title of the contact person who will be
responsible for payment.

 Master account authority indicates specific individuals authorized to make charges to the
master account.

 Smart planners also include a daily review provision in which the group and the hotel
each designate a representative to review charges to the master account at the end of
each day or on the following day.

 The payment date provision indicates the timeframe, usually 30 days after receipt of
invoice, in which the client shall pay for undisputed charges to the master account. When
discrepancies or errors occur, the hotel usually re-bills the client and payment is made
within another 30-day period.

 Payment of master account at check-out can provide discounts off your final bill. Inquire
about this option.

 Credit cards are commonly requested at check-in for guests who will be responsible for
their own incidentals or room charges. The agreement should indicate which credit cards
will be accepted by the hotel.

Function Information
 A function information sheet or function space assignment sheet will indicate a hotel's
understanding of your meeting requirements. Hotels can only guarantee space for what
you agree to, so be sure all your meeting requirements are addressed.

 Meeting room rental charges are negotiable. Charges, if any, should be spelled out in the
original agreement. Specify room setup charges, if any, or charges to reset meeting
rooms.

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 Complimentary space and setup details are important to specify in the agreement to
avoid any unexpected charges for room use or setups requested by the group.
Complimentary pads, pencils, water, candy dishes, microphones, easels, blackboards,
etc., should be included here. Any complimentary items should be noted in the contract.

 The agreement should specify all conference services provided by the hotel for which
there is a cost to the group, i.e., electricians, security, exhibit table setups, resetting
rooms, faxes, etc.

 The hotel's sign policy specifies what is and is not permitted and should be noted in the
agreement. Usually hotels permit an easel or a special sign holder outside each function
room and directional signs at stairways, elevators, and in the lobby.

 A reassignment of function space provision should state that the hotel shall not reassign
any function space committed to the group without the group's prior approval.

 Final programs reflecting expected attendance figures and functions are required by
hotels, usually two to six months in advance of the meeting date. Thereafter, hotels may
release space not committed to use by the group after a notice of intent to release space
is provided to the group.

Exhibit Requirements
Not all conferences require exhibit space. If your meeting includes an exposition, the following
items should be included in your agreement:

 Assigned exhibit space. Include location and any limits on size, weight, types, or number
of exhibits. It's an advantage to have an exhibit area in which food is served or sold, and
to have open space between your exhibit and registration area and that of other hotel
patrons.

 Charges for exhibit space. Exhibit space may be complimentary; it's negotiable.

 Setup and dismantle dates. Indicate the times your group will have access to the space
for setup and the date and time for dismantling exhibits. Clearly state the times the exhibit
areas may be open and when the area needs to be cleared.

 Utilities available. Include what's available (electricity, lighting, gas, compressed air,
water, drains, etc.) and any charges or limitations.

 Storage and security. Include arrangements for storage, storage limitations, access to
storage area, and security arrangements.

 Materials. Include specifications for who is responsible for getting materials to the exhibit
space.

Pre-conference Shipping
Frequently it is necessary to ship materials to the conference site in advance of the meeting. Your
agreement should specify how materials should be packed and marked, to whom materials
should be sent, and that such materials will be stored in a secured location.

Meeting Coordinators
The hotel should designate a specific person or persons who will handle meeting room setups,
menu selections, audiovisual needs, sleeping room requirements, and all other aspects of the
group's program. The agreement should have a date by which the designated person(s) will
contact the group to review all the program needs.

Food and Beverage

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 Specific functions should be listed, such as the number of breakfasts, lunches, dinners,
coffee breaks, cocktail receptions, etc., that you plan to hold; the day and date for each
function; and the estimated attendance for each function. Hotel policies will determine
how many days in advance the group must give a minimum guarantee of the number of
people who will attend each function. Hotels usually set for up to five percent over the
guaranteed minimum; the specific percentage as directed by the group should be
included in the agreement.

 Confirmed prices for all catered meals should be listed. At the minimum, a cap could be
put on all food and beverage prices and exact charges could be provided to the group at
an acceptable time in advance of the conference (three to nine months).

 State the date by which the group must specify choice of menus, beverages, etc., and
confirmed prices.

 Gratuities or service charges required for all food and beverage should be stated.

 Federal, State, and local taxes should be clearly stated.

Americans With Disabilities Act Compliance

Hotels in the United States and its territories are required under the Americans With
Disabilities Act (ADA) to make their facilities and services accessible to persons with
disabilities. The agreement should state that the hotel shall comply with all public
accommodations of the ADA, including TTY for hotel reservations.

Insurance
The facility and the sponsor's group should agree that each will carry adequate liability and other
insurance to protect against any claims arising from any activities conducted in the facility during
the conference.

Post Conference Report

The hotel should agree to provide the group with a conference report before a certain date after
the conference. The report should include room pickup; the number of singles/doubles, no shows,
and cancellations; and food and beverage activity, including room service, restaurant usage,
banquet functions, and other food and beverage functions.

Cancellation Policy
All agreements should carry a cancellation policy for the protection of both parties. The following
are suggested elements of a cancellation policy:

 Rights to Cancellation.

Generally. The agreement will bind each party, and there shall be no right of
termination or right to cancel obligations under this agreement except as
otherwise provided herein.

Uncontrollable events. The performance of this agreement by either party is

subject to acts of God, war, government regulation, disaster, strikes, civil
disorder, curtailment of transportation facilities, or other emergency making it
inadvisable, illegal, or impossible to perform their obligations under this
agreement. Either party may cancel this agreement for any one or more of such
reasons upon written notice to the other party.

One-year advance notice. The group may cancel this agreement without liability
provided written notice of cancellation is given to the hotel on or before (date one
year in advance of conference).

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Construction/renovation. In the event that the hotel will be undergoing any

construction or renovation during the conference, the hotel shall promptly notify
the group, and the group shall have the right to cancel this agreement without
liability upon written notice to the hotel if, in the group's reasonable judgment,
such construction or renovation may unreasonably affect the use of the facilities
or the quality of service to be provided under this agreement.

Management changes.
 Option 1: The hotel shall promptly notify the group if there is a change in
hotel management prior to the conference, and the group shall have the
right to cancel this agreement without liability upon written notice to the
hotel.

 Option 2: Neither change of ownership of the hotel nor change of

leadership of the group relieves either party of the responsibilities or
obligations of this agreement.

 Without liability. The phrase "without liability" wherever used in this

agreement shall be deemed to include a refund by the hotel of all
deposits and prepayments made by the group.

 Cancellation Fee.

 Assessment and calculation. In the event of any cancellation of this agreement

by the group not otherwise permitted under this agreement, the group shall pay a
cancellation fee, not a penalty, to the hotel. This fee shall be a percentage of the
peak night's guest room revenue (peak night's room revenue equals the single
rack rate less the group's discount multiplied by the number of rooms blocked for
the peak night), according to the following schedule:

 Notification of Cancellation Percentage of Peak Night's

 Prior to Arrival Guest Room Revenue

o 090 days 100 percent

o 91180 days 75 percent
o 181270 days 50 percent
o 271364 days 25 percent
o (The actual schedule you use may vary. Factors such as the size of the
group may be taken into consideration.)

 If the hotel is able to replace this canceled business, the collected amount will be
reimbursed to the group, without interest. If only a percentage of the lost revenue
is recovered, the difference between this figure and the fee will be reimbursed to
the group. In determining whether or not the lost revenue is recouped, all peak
night rooms sold after notice of cancellation is given shall be credited to the
group. The terms of this section represent the exclusive remedy for unauthorized
cancellation of this agreement by the group.

 Failure by the hotel. Failure by the hotel to provide the space and/or services as
agreed shall render the hotel liable to the group for all direct, indirect, and
consequential damages, expenses, attorney fees, and costs incurred by the
group on account of such failure. Exercise by the group of any of its rights of
cancellation of this agreement shall not waive or otherwise affect this provision.

 Standard arbitration clause. Any controversy or claim arising out of or relating to

this agreement, or the breach thereof, that cannot be acceptably negotiated by

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both parties shall be settled by arbitration in accordance with the rules of the
American Arbitration Association. Judgment on the award rendered by the
arbitrator(s) may be entered in any court having jurisdiction thereof.

Acceptance Letter

By Hotel By Group

Acceptance__________________________

(signature required) (signature required)

Name of representative Name of representative

Title

Date_______________________________

Appendix 9. Reservations and Housing Checklist

Specific Number of Guest Rooms Committed

 Singles (1 Bed/1-2 Persons)
 Doubles (2 Beds/1-4 Persons)
 Suites (1 or 2 Bedroom)

Schedule
 Cut-Off Date (Reservation Review Date)
 Room-Block Review Session(s)

Choose Reservation Method

 Individual Guest Reservations
 Staff
 Housing Bureau
 Other

Establish…
 Person in Charge of Monitoring Block at the Facility
 Fees for Services
 Reporting System for Reservations, Cancellations, No-Shows
 Policies and Priorities for Room Assignments
 Deposit Requirements
 Record-Keeping Systems

Arrange for Reservation Forms and Confirmations

 Supplied By
 Sent By
 Sent Schedule
 Returned To
 Copies sent To
 Costs

Reserve Complimentary Rooms for…

 Staff
 Officers
 Speakers
 Others

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Credit Cards Honored by Hotel

 American Express
 Visa
 MasterCard
 Diners Club
 Discover
 Not Accepting Bank Debit Card

Inquire about Extra Hotel Staff During Peak Check-in/Check-out Times

 Front Desk
 Maids
 Bellmen
 Restaurant Personnel
 Valet Parking Attendants
 Other

Remember to…
 Review Needs of People with Disabilities
 Reserve Block of Rooms for Emergencies
 Setup Procedures for Late Check-Ins and Departures and “Walked” Attendees
 Publicize Reservation Information in Association Publications

Appendix 10. Site Selection Criteria for Audio-Visual

General questions
 Does the facility have a contract with a particular supplier?
 If so, what is the policy on outside vendors in the facility
 What are the union jurisdictions?
 Are there charges for setup and move-out days?
 If a 24-hour hold is made on a room, is there an extra charge?
 Who locks and unlocks rooms? When? Is there full-time security?
 Is security in-house or contract? If contract, do you have the option
to contract direct?
 Is there an engineer on staff, or is engineering contracted?
 When are rooms normally setup?
 Is there an accessible dock and elevator for contractors bringing in equipment and
staging?
 How big are they? How do you schedule them for move-in and move-out?
 What is normally provided by the facility as part of the room? (microphones, house sound
system, flipcharts, lecterns, etc.)

Room inspection
 What is the “true” ceiling clearance?
 What is the lowest ceiling point in the room?
 Are there obstructions (low-hanging chandeliers, columns)
 What about any light sources or reflective surfaces (windows, mirrors)?
 Is there a house phone in the room? Can it be disconnected?
 How soundproof are portable walls?
 What will be going on in adjacent rooms?
 Where are the entrances and exits? What can be blocked by A/V stands, stages or
seating?
 Do doors squeak? Close completely? Automatically lock?
 What is the “true” meeting space?
 Is there room for A/V setup and a control console?
 Does the room have a permanent stage? Stage lighting? Sound system?

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Sound system
 Who handles the sound in the facility? Is there a patch fee?
 Is there a good quality sound system in the room? (Ask for a demonstration)
 Are portable sound systems available (sound lecterns, etc.)?
 Can the rooms be patched for audio recording from a central location?

Lighting
 Where are the house lighting controls? Can they be remote controlled?
 Can room lighting be divided into sections?
 Are “follow spotlights” available? At what cost?
 If stage lighting is to be hung from the ceiling, what are the restrictions? Where can it be
hung? Who can do the work? Is there a reflected ceiling plan available?
 Are there man lifts, scissor lifts or basket lifts available from the facility? If so, at what
cost? If not, from whom?

Electrical
 Where does the electrical service originate in the room?
 Who provides hook-up service?
 Do they also provide distribution of the service?
 What is the cost for hook-up and use?

Communications and computers

 What type of telephone, data and high-speed transmission service is available in the
facility (Analog phone line, digital phone line, ISDN lines, T1 line, other)? At what cost?
 Are two-way radios available? Are there places where these do not function?
 Does the facility have a vendor for computer rentals? If so, compare to that of a contract
vendor
 Is there a Business Center capable of helping with computer presentations?

A/V Requirements for Speaker Presentations

Microphones
 Does speaker prefer handheld or lavaliere (lapel) microphone?
 Does speaker prefer wireless or wired microphone?
 Is a mixer required? If so, how many?
 One wired podium mic (handheld) or wired lavaliere microphone does not require a mixer
 More than one microphone of any kind usually requires a mixer
 Standard mixers have 4 channels and can handle 4 microphones. If a speaker wants 5 to
8 microphones, two standard mixers or one 8-channel mixer will be required
 Is a sound technician needed?
 For 1 to 4 mics, a sound technician is not normally required
 For more than 4 mics, a sound technician is always required
 Is speaker providing mic? Patch fee may apply
 Will other input devices be used (videotape players, audio cassette players, etc.)? If so,
how many? Will additional mixers be required?

35mm slide projectors

 Are slides vertical or horizontal, or both? Setup for both unless specified otherwise
 What size screen is preferred? Plan on largest screen applicable for the room
 Is standard tripod screen or fast-fold screen preferred? For fast-fold, is dress kit (skirt) or
pipe and drape required?
 Will the slide presentation be front or rear projection? Rear projection requires fast-fold
screen with dress kit or pipe and drape
 Is wireless remote control needed? (allows free movement)
 Will the speaker show more than 80 slides? Will slide trays be preloaded, or are extra
slide trays needed? Should a technician switch trays? (Recommend 80-slot trays, which
are less prone to jamming.)

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 Who will operate the lights? Is a technician needed?

Videocassette recorders (VCRs)

 What size and format (VHS, VHS-C, Super VHS, U-format, Hi 8, Betacam, Betacam
SP)?
 If presenter is from outside the United States, what is the video standard (NTSC, PAL,
SECAM)?
 Computer interface
 What make and model computer will be used?
 What is the monitor scan rate (VGA, SVGA, XGA or higher)?
 How many computers? Provided or rented? Are power cables, phone cable extensions,
etc. included?
 Does the speaker need an Internet connection? If so, What speed (modem, ISDN, T-1)?
 If using a laptop, is power supply or adapter needed?
 Is an LCD projector needed?

Cassette decks
 Is it for playback only or for recording purposes? Playback to large audiences requires a
4-channel mixer to patch into sound system
 General A/V Requirements
 Have equipment set one hour prior to meeting time.
 If the speaker wants equipment setup the night before a meeting (for rehearsal purposes,
etc.) a one-day rental fee may be applied for that night
 If technical specialists are required, allow for 4-hour minimum and overtime rate after 5
p.m. and on weekends
 Communicate A/V requirements to A/V contractor as soon as possible. Some equipment
may need to be special ordered

Appendix 11. Simultaneous Translation Equipment

Simultaneous translation equipment rental (with translation booths, or interpreters' cabins)

involves using a set of transmitters and receivers which allow an interpreter's voice to be
transmitted to attendees at a meeting who want to listen in their own language.
Each transmitter, or each channel of a multi-channel transmitter, sends one language, or the
proceedings of one room.
Each delegate uses an interpretation receiver (sometimes called a translation headset) to listen to
their language. Some receivers are multi-channel, making them suitable for events where several
different languages are in use, or several different rooms.

Wireless systems may be based on radio transmission, or infra-red.

Appendix 12. Food and Beverage Requirements. Care & Feeding

of Your Guests
(Courtesy of Apex)

You don’t always have much choice when it comes to catering meals. If you’re staying in a full-
service hotel, and serving your meals in the banquet rooms, you’ll use the hotel’s food service
staff. If you’re eating in a restaurant, clearly outside catering is not an issue. But perhaps you
have chosen an unusual venue for your meeting. One planner arranged a dinner in a museum
hall dedicated to Titanic memorabilia: The menu was straight from the ship, the waiters were
really actors, but the food came from an outside caterer. Occasionally venues that merely rent
space will nevertheless have preferred—or even required—caterers, but not always. Sometimes
you’re on your own. But we’re here to help.

Even In Hotels There are Details to Check

One of the most important things you have to do, before choosing your dishes, is to work your
way methodically through the menu. Taste everything (as well as the wines that might be offered
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Master Planning Timeline – All Appendices 26

as an accompaniment). You should taste every appetizer, every soup, every entrée and every
dessert to make sure they’re fresh and well-prepared, and suitable for the people who will be
consuming them. Just as you would do at a restaurant, probe for flexibility. Be sure to find out
whether the food-service staff can accommodate requests for special meals, which are on the
rise these days, says Leslie Jeske, director of catering at the Radisson Barcelo Hotel in
Washington, D.C. “I get requests for low-fat, reduced sodium or vegetarian meals at least twice a
week,” she says. It’s true that these days most hotels are used to such requests and have several
vegetarian meals either on their menus or at least in the freezer for emergency backup. Still, it’s
best to double-check.

To pick out your menu and decide how you want the food to be served, it helps to have an
understanding of who’s in your group. For example, if it’s a group of strangers meeting for the first
time, it often helps to serve meals buffet-style the first day; that way, socializing and mingling is
made easy. If the group is at the same venue for several days, vary meals between sit-downs and
buffets. The longer a group stays at the same hotel or convention center, the more important
variety becomes, adds Jeske. “If a group does a buffet on the first day, I’ll usually suggest a more
formal, though light, midday meal on day two,” she says. “By the third day, I’ll even suggest a
cookout.”

And if things are getting really dull on the food front, you can always offer attendees vouchers for
other restaurants, either in the venue or nearby. This is pricier but may be a great break after
days of eating in the same ballrooms, rubbing shoulders with the same people meal after meal.
You’ll need to check that the hotel’s restaurants can accommodate a crowd and that a large group
won’t disturb other diners.

Remember, too, to have someone on site who is responsible for managing the food and
beverages during the event. The venue will almost certainly provide such a person. That person
can be the liaison between you and the hotel when it comes to special meals, if the service slows
or to troubleshoot any catering issues that may surface. This brings up some good advice as
regards many aspects of event planning: You can’t do everything yourself, no matter how hard
you try or how miserable your budget. “You just can’t count place settings at a banquet room in
one area when you’re responsible for AV in another,” says Gavin. “It makes things easier to have
someone on hand working solely on your event.”

Working With Independent Caterers

Interview a number of caterers before making a choice. Use the same criteria you use when
choosing a restaurant: flexibility (a willingness to shift ideas and to listen to the client), proper
staffing levels, experience and, of course, expert food preparation. Make sure they have catered
events of your size and type before—you don’t want to have the caterers learning on the job, so
leave tryouts to others. Get references.

And, to be fair to the caterers, have a clear idea of what you want.

Give them a realistic budget at the start. Very little irritates a caterer more than being asked to
devise a menu without any notion of how much there is to spend. When you have narrowed your
choices down to, say, three, start tasting.

Decide What You Want

By the time you approach a caterer, you should have a pretty fair idea of the agenda, and the
number of people who will be at each event. Are you going to have a stand-up reception with
canapés and cocktails? A wise caterer will steer you away from certain foods and towards others:
not too many messy dips or things that drip—there’s nothing worse than an important guest with
a red stain of shrimp dip on his shirtfront and a thunderous look on his face. Make sure the food is
not too hot, in either sense of the word—you don’t want people reaching for a jug of cold water to
put out the fire, nor do you want them scorching their fingers. Make sure that what food is
suggested can be easily managed with one hand (there’ll likely be a glass in the other).
For buffet lunches, it’s a challenge for a caterer to invent options beyond the banal plates of cold
cuts and sticks of celery and raw carrot. “Always be careful though,” a catering manager advises.
“We had a successful buffet at which our most popular food was satay—skewers of grilled

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Master Planning Timeline – All Appendices 27

chicken with a peanut sauce dip, exotic but perfectly acceptable to a mainstream taste. However,
you’ll be surprised at how many people are allergic to nuts.”

Evening meals are more open-ended, with unlimited possibilities. They can be formal affairs with
fine linens and gourmet foods. Or they can be burger cookouts, tailgates, barbecues or
something similar. Hot dogs made with French baguette loaves and real German bratwurst were
a hit at a recent software conference. You can also opt for a stir fry station, for Middle Eastern
nights or you can even spice things up with a fajita buffet or a “mashed potato bar” where the
potatoes (and toppings) are served in martini glasses. You’ll have to judge the level of informality
your group will tolerate and offer the food accordingly. Good caterers can, with seeming
effortlessness, switch from formal to informal, from Thai or Japanese to basic American.

What About Drinks?

There should also be plenty of beverage options available. Fewer people are now drinking
alcohol at midday meals, either from choice (for health reasons) or because they’re feeling the
weight of corporate disapproval. So have a selection of mineral waters, juices and soda available
with coffees (decaf and regular) and tea. Fruit juices and spiced teas are increasingly popular.

Remember that you might want to schedule a cocktail hour.

Almost all venues will provide carafes of ice water during meetings at no charge and usually also
pencils and notepads.

How Much Is All This Going To Cost?

Prices will obviously vary from place to place, but food and beverage costs are a basic part of
your cost structure, and you have to be realistic.

Here are some rough ball-park numbers, though they will be slightly higher if you use outside
caterers, because you must add setup and transportation costs to their estimates:

Continental breakfast: $14 to $15 per person.

Full breakfast: $20 to $25 per person.
Morning and afternoon breaks: $4 to $6 per person.
Hot lunch (not buffet): $30.
Dinner: $45 to $75 or higher.
Receptions: $25 to $65 per person.

A Caution on Costs
If a restaurant quotes a per-person cost for a meal at, say, “$45 ++” (plus tax and plus gratuity), it
means that the taxes and gratuities are extra. Sometimes the gratuity is predetermined by the
restaurant and can run as high as 20 percent. Many a planner has been unpleasantly surprised
when the bill turned out to be much higher than expected.
1.
Always ask what is included in the cost. Coffee, tea and sodas are normally included, but bottled
waters and specialty coffees are not.

To Save Costs
·At receptions, use napkins for holding food rather than plates, even paper ones. Food
consumption will drop—you can balance less food that way.
Field-test wines. Find drinkable varieties from places like Chile, where prices are still
undervalued. If you’re unsure, go with house brands—assuming that the venue has done its own
background work.

Fashion In Food
You don’t have to count yourself food-obsessed to want your meals to be interesting and
agreeable. Nor do you have to be on the cutting edge of culinary fashion. But you don’t want to
be safe and boring either. The point is to arrive at a position where the meals aren’t really being
talked about very much—food at events like these usually becomes a hot topic of conversation
when it’s awful or strange. You want people to enjoy their meal without it taking their minds off the

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Master Planning Timeline – All Appendices 28

point of the meeting. It’s fair to say that boredom is more of a hazard than its obverse: Most
caterers are very aware of markets, and hotel banqueting operations generally err on the side of
safe. So know your audience, consult your suppliers, and then take your own counsel.

What Won’t Work?

 Lots of sloppy sauces. OK when you’re at home—you can always change your clothes.
On the road, you don’t always have that option.
 Menus with only one entrée. Too much risk of too many people not liking it.
 Substantially pork- or beef-based menus, for reasons of religious taboo.
 Narrowly ethnic cuisine.
 Meat dishes that require precision in cooking. For very large groups, chefs can’t cook to
order, and to many people, “well done” means “overcooked”; to others, “rare” means
“uncooked.”
 Fish. It’s almost impossible not to overcook flaky fishes in banquet situations, and
overcooked fish means dry, tasteless meals that have to be disguised with heavy-handed
sauces. Some people are allergic to seafood, especially shellfish.
 Deep frying. Inevitably either greasy or soggy at banquets.
 Cream-based sauces. Too rich, too much risk of congealing.

What Works?
 Lots of choice.
 “Asian fusion.” Even banal kitchens can liven dull chicken with a bit of lemon grass or
cilantro.
 Pastas. Safe, and endlessly adaptable, especially for vegetarians.
 Fruit salads. No one dislikes fruit.
 Certain meat stews.
 And of course, chicken.

Sample Menus
 Continental Breakfast
 Fresh orange and grapefruit juices
 Diced seasonal fruits and berries
 Breakfast bakeries to include butter croissants, assorted muffins, fresh fruit danishes and
New York-style bagels
 Sweet butter, whipped cream cheese and fruit preserves

Lunch Menu
 Warm French rolls and butter
 Caesar salad with croutons or California greens with Roma tomatoes and hearts of palm
 Chicken breast filled with wild mushrooms and spinach, with whole-grain mustard sauce,
wild rice and seasonal vegetables or Goat cheese and grilled-vegetable lasagna with
pesto olive oil and currant tomatoes
 Lemon meringue pie or New York cheesecake
 Coffees and teas

Dinner Menu (three courses)

 Mediterranean grilled vegetable with balsamic vinegar and extra virgin olive oil or
Caramelized onion and smoked salmon tart
 Tomato and mozzarella salad or Cactus, corn and jicama salad
 Three-onion soup with Dry Sack sherry or Chilled shrimp gazpacho
 Stuffed breast of chicken with roasted shallots, mushrooms and a charred tomato sauce
or Peppered strip steak with pesto mashed potatoes, grilled portabellos and Merlot sauce
or Herb-crusted salmon with lime and chive butter
 Fresh berries in caramelized sugar
 Grand Marnier sabayon or Mascarpone cheesecake with spiced pecans and a miniature
pear

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Master Planning Timeline – All Appendices 29

“Food Station” Ideas

 The Gourmet Pizza Station
 The Pasta Station
 The Fajita Station
 The Chinese Station
 The Seafood Station

How Much Food?

Knowing how many men and women will be there lets you know how much food to order. Figure
that men eat 1.3 times the amount women do, and that women still demand lighter foods. Salad
eaters are predominantly women; more men eat red meat than women do. The curious exception
is lamb: Most restaurants figure that lamb on the menu will attract more female diners than male
ones.

How Much Wine? How Much Liquor?

It depends, of course, on the nature of the event. If your meeting is primarily to celebrate
outstanding quarterly or annual results in your company, it will be miserly (and be regarded as
such) if you ration people to one drink a night. In that case, break out the champagne and let it
flow—hey, it’s your budget, so you be the judge.

You must bear in mind, of course, that there may be people in your group under 21. For those
people, nonalcoholic drinks are obviously a must.

There are several ways of organizing a group’s drinking:

 No alcohol. This makes life easy, but alcohol is so endemic in our society that it’s less
and less common to do without it.
 Soft drinks, wine and beer only. In which case, figure on two drinks per person for a
reception, two glasses of wine per person for a dinner.
 Soft drinks, wine and beer, with a cash bar for harder liquor. Still popular, but diminishing
as CEOs don’t want to be seen encouraging unseemly behavior (and incurring the risk of
possible litigation due to damages). Lunch meetings are often alcohol-free. And alcohol at
breakfast? At brunches. perhaps ...
 Open bar. Figure it as double the price of a wine and beer policy.

Some pertinent facts:

 Few women drink beer.
 With the advent of microbreweries overall consumption of beer at receptions has
increased.
 White wine used to outdraw red in America, but no longer. The conventional measure at
receptions was two whites to one red; the measure has been changing, especially in
larger centers with more sophisticated consumers, and the “normal” ratio is now close to
even or slightly in favor of the reds.
 Women have been switching to red wine faster than men. This may be because they
keep better pace with fashions, or are reacting to the newly discovered health benefits of
moderate red wine consumption.
 Nevertheless, the old saw that white wines generally go with lighter foods like fish or
poultry, and red wines with heartier fare remains a good rule of thumb.

A Drinks Calculator
Hotels or meeting venues charge alcohol costs in different ways. A ball-park figure (but check
first!) will be around $12 to $16 per person for a one-hour reception, to somewhere around $14 to
$18 for a two-hour affair. Caterers who don’t have their own liquor licenses will generally charge
on a cost-plus basis, with returns credited to your account when the final tally is done. A
nonalcoholic bar will run somewhere around $5 to $7 per person.
There is an average of 6 glasses of wine to an average bottle.
Men drink more than women. Women will typically drink one to one and a half drinks per hour.
Scale upwards for men.

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Master Planning Timeline – All Appendices 30

How To Prevent The Bad News – The Risk of Contaminated Food

It’s not a theoretical risk, either. More than six million Americans, by some estimates, will at least
feel nausea from contaminated food each year. Some of them will be hospitalized, and of those,
some of them will sue.

It goes without saying that you don’t want your meeting to be the target of litigation. That would
permanently spoil everyone’s appetite, never mind your reputation for flawless planning.

But, with most reputable venues, you as the planner don’t need to worry about this. You have
enough to do without turning yourself into a health inspector. Unless you’re holding the event at
the zoo...

There are a few things you can do to minimize risk

 Take a look at the kitchen that will be preparing your event’s food—but not in off hours.
Go there while food is being prepared. Are the floors clean? Is there food and debris on
the floors? Are spills wiped up immediately? Are work stations cleaned and sanitized
frequently?

 Is there a hand-washing sink for staff, and does it have soap and clean (one-use) paper
towels? Does the staff use it?

 Is the staff wearing uniforms, not street clothes? Do they take aprons off before going to
the bathroom? Do they wear hats/hairnets?

 The temperature range between 45 and 140 degrees is called the food danger zone,
because that’s the range in which bacteria breed freely. Hot food should be kept hot—
above 140 degrees, and cold food, cold—below 45 degrees. Watch how long food is kept
in the danger zone.

 Ask the person in charge whether there has ever been an outbreak of food-related illness
at that facility. If so, what has been done to minimize the risks for the future? Has the staff
been vaccinated against Hepatitis-A? Has the kitchen staff received formal safety
training?

Communicate With Your Caterer

Make sure they know the site and what facilities are available. Is there a properly equipped
kitchen? Decent refrigeration? Do they need to bring china and cutlery? Will there be a kitchen
inspection the day before to make sure previous users left it in good repair? Who will be
responsible for cleaning up?

Appendix 13. Transportation Checklist – Coordinate

transportation and questions to ask
Air Transportation
Choose
 Travel Agency
 Airline(s)
 Official Carrier(s)

Provide the Airline with

 Event Dates (Arrival/Departure, Destinations)
 Attendee Demographic Information
 Estimated Attendance
 Travel History
 Hotels
 Visibility in Event Promotional Materials

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Master Planning Timeline – All Appendices 31

Coordination Tools from Airline

 Arrival and Departure Manifest
 Rental car Usage Report
 Hotel Manifest of Attendees

Airline Services
 Discounts
 Staff Travel
 Air Cargo
 Arrival/Departure Information
 Cost Analysis
 Promotional Assistance
 Advertising
 Convention Reservation Desk
 Discounts

Ground Transportation
Choose a DMC or Transportation Company Based On
 Costs (Including Willingness to Negotiate)
 Reputation (Service Performance Record, Number of Years in Business)
 Number of Full-Time Staff
 References (Event Planners, Vendors)
 Number, Size, Condition and Availability of Vehicles
 Responsiveness to Planners’ Calls and Requests
 Insurance Coverage
 Special Services

Ask the DMC or Transportation Company

 Does the company own and operate its own equipment or will it be subcontracting?
 What are the minimum rental periods for vehicles?
 If a program runs longer than expected, will buses still be available? What is the
additional cost per hour, plus staff?
 How are buses dispatched? Is there a dispatcher on site?
 Can the vehicles accommodate people with disabilities? If not, what other options are
available?
 What is the condition of the buses that will be used? Are the microphones working?
 Are back-up vehicles available in case of breakdown or overflow?
 Are the drivers equipped with radios?
 Are buses air-conditioned?
 How far from your pick-up point are vehicles located? If necessary, can buses be parked
legally at pick-up and drop-off points?
 What hours will buses be in use?
 What route will the buses follow?
 Are there alternative routes for busy times or emergencies?
 What are the normal traffic and road conditions on all scheduled (and alternate) routes
during operating hours?
 Request a Certificate of Insurance
 Guarantee your equipment will remain on-site during the program.
 Are the drivers local?
 Request copies of trip sheets from DMC or transportation company

Charter or Shuttle Buses

 Pick-Up Points and Drop-Off Points
 Best Route and Schedule
 Hours of Operation

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Master Planning Timeline – All Appendices 32

 Where Information Should be Posted/Published

 Signage

For VIPs
 Arrival and Departure Information
 Availability of Airport VIP Lounge
 Customs and Immigration
 Appropriate Airport Location to Meet VIPs
 Gate Greetings
 Parking for Incoming Flights
 Drop-off Points for Departing VIPs
 Route and Travel Times to and From the Airport
 Signage to Identify Arriving Passengers
 Baggage and Gratuity

Appendix 14. Conference Evaluation Form (online)

Thank you for taking the time to participate in our post-conference evaluation. Please feel free to
answer any or all of the following.

 Please enter your name here. ______________________________________

 Organization/Agency/Company ______________________________________
 Phone number (include area code) ______________________________________
 E-mail address ______________________________________

Evaluation

Please comment on the following:

 Overall Impression of the Conference
 Quality of Presentations: Working Sessions
 Quality of Presentations: Plenary Sessions

Conference Facilities
 Electronic Aspects: Website Usefulness
 Electronic Aspects: Satellite/Webcast (for offsite participants)

Your Ideas for Conference Follow-Up Activities:

General Comments:

______________________________________________________

To submit your answers, press this button.

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