magazine illustrations

The decision to have liquor at an event requires some consideration. On the one hand, event organizers want to be profitable and the sale of liquor, including beer and wine, usually provides organizers with a 100% profit margin. Most events are run by not-for-profit organizations, and liquor sales provide a way to raise funds or offset costs for the event. It can also add to the festive atmosphere of the event, providing a place for patrons to come together and have a drink with friends. Liquor, beer and wine and the equipment from which it is dispensed are usually an easy sponsorship donation.

Selling Alcohol At Events A Risk Management Decision

On the other hand, the decision to have alcohol requires some risk management. Organizers must check with their insur-ance carrier to see if they are covered to serve alcohol, and discuss it with their broker to determine what coverage is necessary. Secondly, it’s necessary to check with your state alcohol licensing bureau and town or municipality regarding licens-ing requirements, rules and procedures for obtaining a permit. The rules and require-ments are difficult at best and need to be researched long before a decision is made to sell liquor. Not all cities impose rules equally for every organization. You need to research at least six months prior to your event ques-tions like “who

can obtain a liquor license?” The answer can range from an individual to not-for-profits only or distributors only, depending on the type of event and where it’s being held. You also need to find out whether the alcohol to be served must be purchased or if it can be donated.

Once all permits and licenses are ob-tained, organizers must follow state rules and have tight controls over the distribution of beverages. Serving alcohol leaves open the potential for misuse by individuals; many states have laws about serving persons who are intoxicated. This creates a potential liability for the servers if tight rules are not in place and managed responsibly.

The decision to serve alcohol at an event, when done responsibly and with the proper risk manage-ment steps taken, can enhance your event and the bottom line.

For 70 years Haas & Wilkerson Insurance has been one of the largest providers of insurance representation to the entertainment industry. The agency is national in scope, with approximately 100 associates providing technical ex-pertise and quality insurance represen-tation at a competitive price. Beyond the standard price quotation, services include coverage analysis and recom-mendations at no additional cost. Our clients include fairs, festivals, carnivals, amusement parks, rodeos and special events throughout the United States. Haas & Wilkerson is an Association Partner Sponsor of the IFEA.

INSURANCE INSIGHTS

40 INTERNATIONAL EVENTS 2009


BRIDGINGby Penny Reeh, CFEE


Conflict between generations is certainly not a new phenomenon, but it is fair to argue that the lightning pace of technological change and the impact it has on generational perceptions has created a more distinctive, and poten-tially explosive, generational divide than ever before. The best way to bridge this divide is for festivals to create an organizational culture that welcomes each of today’s generational cohorts, uses their unique talents wisely, and encourages understanding and patience among all.

Currently there are four separate gen-erational cohorts that are likely repre-sented in most festival volunteer pools – Matures, Baby Boomers, Generation Xers and Millennials. To understand,

and thereby recruit, motivate, retain and reward, one must take a look at why each generation behaves as it does and what they seek from the volunteer experience.

The MaturesLet’s start

with the Matures, also re-ferred to by demogra-phers as the Silents or the Greatest Generation, who were born between the years of 1909 and 1945. They get adversity and the need to bond together for the common good. Their steely resolve was forged by

the Great Depression and World War II. They made tremendous sacrifices and literally saved the world. This is what makes them great volunteers – they are hard-wired for service and view volun-

BRIDGING The Generational Divide Among VolunteersKids these days, they just don’t want to work! How can I lead

when the old guard won’t let me? Do either of these sound

familiar to you? It’s because they represent the classic genera-

tion gap that many festivals are encountering as they seek to

create a volunteer experience that engages both the seasoned

volunteer and new, and often younger, volunteer.

This is what makes them great volunteers – they are hard-wired

for service and view volunteering as an

inherent duty.teering as an inherent duty. Their early encounter with scarcity also makes

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In the last few years a number of boldpredictions have been made about howsmart cards would revolutionize elec-tronic payments in just a few short years.So far, the U.S. hasn’t seen this dramaticnew payment landscape unfold. Stillrumors are rampant about the conse-quences of a merchant not being “smartcard compatible.” Merchants report hear-ing some outrageous things — fromsmart cards will never be a reality to thethreat that processing services will be ter-minated next month for failure toupgrade to smart card compatible equip-ment. While neither of these extremes isaccurate, a few basic facts can clear upmany common misconceptions aboutthese cards.

Smart Cards DefinedSmart cards have actually been around

in some form since the 1970s, when thefirst patent application was filed. Morethan two billion smart cards wereshipped worldwide in 2001. The definingfeature of a smart card is a microchipembedded in the card, replacing oradding to the familiar magnetic strip.The capabilities of a specific smart cardcan vary, depending on the type andmemory capacity of the chip as well asthe information programmed into it.

One of the biggest arguments for thewidespread use of smart cards is theanticipated reduction in fraud from lostor stolen cards. The embedded chipsends encrypted identification informa-tion with the transaction that is matchedto the cardholder’s personal identifica-tion number (PIN). This added securityshould make it virtually impossible forthe card to be used for unauthorizedtransactions at the point of sale.

Smart cards also have the potential todo far more than a traditional magneticstrip card. Often referred to as multiap-plication cards, the microchip can store a

wide range of information in one con-venient card. This feature holds a lot offuture potential for the event planningindustry as the technology develops.Identification information, enhanced giftcards, loyalty programs, instant purchaserewards, special Internet security featuresand the ability to download couponsonto the card from the web are just a fewpossibilities currently being explored.Today most multiapplication bankcardprograms are still in the early stages.

The most successful existing programsare for specific applications. Universitycampus programs are using the cards tohold student identification, tuition andgrades, as well as money for campus pur-chases, phone calls and public trans-portation. Food stamps and other gov-ernment benefits are now being distrib-uted on smart cards.

U.S. RolloutDespite early predictions, smart card

adoption in the U.S. has been fairly slow.The single biggest roadblock to a full-scale rollout of the new chip technologyis the conversion cost. This is a problemon both sides of the equation. It will costmore per card for banks to issue chip-based cards going forward, not to men-tion the staggering estimated cost forreplacing the hundreds of millions ofmagnetic strip cards currently out in the marketplace.

Plus there is the estimated minimum$5 billion dollar cost to upgrade the 11million stand-alone POS terminals andrevamp the existing processing systems1.Most merchants own or lease theirequipment and are not eager to invest inan upgrade without a solid businessneed. For the technology to work on alarge scale, it is critical to have a broadnetwork of smart card compatible POSterminals in place and a sufficient num-ber of smart cards in customers’ hands,

creating somewhat of a chicken and egg situation.

However, the card associations arecommitted to introducing the technolo-gy. While the rollout has been slowerthan initially anticipated, smart cardtechnology appears to be here to stayand will eventually be an important partof daily payment processing services.MasterCard and Visa International havealready set conversion deadlines forEuropean and Asian countries in the nextfew years where the cards are more wide-ly in use, but no set deadlines are inplace yet for North America’s conversion.

ConclusionSmart card technology is expected to

see a steady increase over the next fewyears. For now, it is not necessary torespond to any alarmist claims about animmediate requirement to become smartcard compatible, especially if there ispressure for you to sign a long-termequipment lease or invest in equipmentfor this reason alone. There are valid rea-sons to upgrade equipment but fear ofwhat will happen if you are not smartcard compatible next month is not oneof them. It does make sense for mostbusiness owners to consider smart cardcompatibility for new terminal purchasesor timely upgrades to older equipment.

1. The Nilson Report, Issue 780, January 2003

Article provided by Solveras PaymentSystems, an IFEA member benefitprovider. The IFEA Credit CardProcessing Program offers membersnegotiated group discounts and a freecustomized analysis that calculates program savings compared to your current service. For more informationplease call 1-800-613-0148.

Credit Card Processing Tools & Tips:

The Truth About Smart Cards

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10Sam, a corporate lawyer with a stressful

job, recently admitted, “I really wanted to be a lawyer growing up, but I didn’t realize how much time I would be spending away from my family and friends.” Because he spent so many years in school and so much time honing his legal skills at a top-notch fi rm, Sam felt “stuck” with his job. Then he realized he could make a change. Sam remembered why he went into law in the fi rst place – to help families in need – and took the necessary steps to switch his corporate law career to one in family law. By using the steps below, Sam was able to make a positive change in his life, by carefully thinking through his decision.

Making decisions about our careers, our families and our lives is not always easy. Following these 10 tips will help you avoid the common mistakes people make, while also making better personal and professional decisions:

1. Not taking enough time. Sometimes we make decisions in the

spur of the moment, under times of stress when the adrenaline is pumping. These are not the best circumstances to make any decision, big or small. You’ve likely been in situations like that. You’re in a meeting and someone calls for help on a project, and you raise your hand and you are it. You are involved, and you said “yes” again before really thinking it through. Other times, decisions are made too quickly by misspoken words. Too often, in the heat of the moment, angry or hurtful words are said in haste, without forethought, and lives are changed forever. By simply taking more time to think about the pros and cons of your decision and weigh out the consequences, you can help stop yourself from making a mistake.

2. Lacking peace. Bad decisions are made in stressful, cha-

otic situations. Good decisions are made in a place of peace, when you can take the time, space and solitude to make healthy choices. Even small, ordinary ones should

be made this way. Try taking deep breaths in a quiet environment to evaluate the facts before you decide. When a decision is big, maybe even life changing, get out of Dodge, so to speak. Find a quiet place for an overnight stay, unaffected by the stress and turmoil. It is there, in a neutral place of peace, a good decision can be made.

3. Wallowing in chaos. Another mistake people make is wal-

lowing in the chaos of everyday life, or listening to too many other people. If it’s a choice that affects you, it’s critical to listen to your own inner voice, which cannot be heard in the chaos. You can call this voice intuition, conscience, a divine spirit, higher consciousness – whatever fi ts your belief system. That small voice is your built-in guide. It must be listened to, respected and followed. To fi nd that voice, get out of the chaos. Find quiet. Be still and listen. Then follow that inner voice.

4. Not considering priorities.Occasionally we make decisions that

are not consistent with our priorities. We give lip service to one thing, claiming it is a priority in our lives, yet we make decisions that detract us from the very thing we say is the most important to us. However, if we make a list or just think about the priori-ties that are important, we can make better choices for ourselves and loved ones.

5. Failing to heed what’s best for you.

Too often we decide things without thought to our needs and wants. The same qualities that call us to be responsi-ble team members are the same qualities that allow us to shortchange ourselves. Think of what is best for you. That may not fall in line with what is best for your friend, or your husband, or your boss but you must listen to what is right for you.

6. Neglecting your values. Sometimes we make decisions that are

not in alignment with our values. The

world would be a better place if we all fol-lowed the Rotary Four-Way Test in our busi-ness and professional lives: Is it the truth? Is it fair to all concerned? Will it build goodwill and better friendships? Will it be benefi cial to all concerned? After consider-ing these elements, then make your choice.

7. Ignoring what’s right. Too often we make decisions that are

not right today, but we think they will be in the long run. Perhaps we twist the numbers just a bit, or infl ate the resume a little, or step on someone on our way up, believing it will be worth it in the long run. That never works, not in the end. It takes a lot of courage to make the deep-down-in-your-gut-you-know-it’s-right deci-sion today. Listen to that inner voice and trust that the rest will be taken care of.

8. Avoiding the truth. Critical to good decision making is tell-

ing the truth. Many times we will say things to please others, or avoid saying something that will hurt. It’s important to ensure every word that comes out of your mouth is true, whether the statement is big or small. If the project takes two weeks, don’t say one week. If it costs $200, don’t say $190. Hon-esty is indeed the best policy. Will Rogers was right when he said, “Tell the truth. It’s a lot easier to remember.”

9. Forgetting how to say “No.” To make good decisions, there are times

we need to just say, “no.” This is hard for many of us to do, since we think we need to be all things to all people. The truth is, we don’t have to give a reason for why we can’t help. All we have to do is say, “I’m sorry I can’t, I have another commitment.” That commitment can be taking care of ourselves, our families, our priorities. When it’s hard, remember that it is only when you step back that others can step forward. Every time you say, “yes,” it deprives an-other person of an opportunity. When you decline, it gives them a chance to serve, to learn, to grow.

How to Overcome the BIGGEST MISTAKES

in Decision Making

By LeAnn Thieman

Continued on page 65

30 INTERNATIONAL EVENTS SPRING 2002

Hard-Learned Lessons on Sponsor Relations

SPRING 2002 INTERNATIONAL EVENTS 31

Recently, after I’d given a presentation on sponsorship to a group of

new professionals, one of the group came up to me marveling at my

incredible wisdom. “You must have been born to do this!” she said. I

explained that rather than possessing some genetic predisposition, I had

simply gained a lot of experience in the field during the past 25+ years.

“But you can’t attribute your success entirely to longevity,” she chal-

lenged. “No,” I explained, “I’ve gained most of my knowledge fromscrewing-up.”

“Screwing up” has gotten a bad name in the professional world. It

seems to be human nature to minimize our mistakes or transfer them to

the closest subordinate. I take the opposite approach. I’ve discovered that

it is incredibly healthy and liberating to embrace my screw-ups, take cred-

it for my remarkable incompetence and then analyze what went wrong

and ascertain what I can learn from it.As the 1922 Nobel physics laureate Neils Bohr said, “An expert is a

man who has made all the mistakes which can be made, in a narrow

field.” That certainly defines me!It also says a lot about most top event professionals. You can meet

them each year at the IFEA Convention. I love this giant support group

for those afflicted with “Post Traumatic Event Syndrome,” which I believe

has been negligently under-diagnosed in the festivals, fairs and special

events industry (perhaps we should commission a government study).

During the social hours of the convention, the war stories of people’s

greatest bloopers are the basis of thunderous laughter and self affirmation

that you’re not nearly as stupid as your counterparts. At least, not at that

moment.So after a quarter century in the sponsorship field what is the key

lesson I have learned? Without intending to sound blasphemous, I

would say, “Love your sponsor with all your heart and all your soul

and all your strength!”What that means is that if you are serious about keeping your event

successful and thriving, you can’t treat your sponsors as you would your

port-o-let vendor or craft exhibitor. They require special time and atten-

tion from you or a key member (staff or volunteer) on your team. They

have invested in your event and expect the fulfillment of the promises

you’ve made, in terms of their rights and benefits, as well as results!With that in mind here are a few of the top lessons I’ve learned over

the years.SHOW GRATITUDE, NOT ATTITUDE A volunteer captain recently

refused to get more ice for a sponsor’s hospitality tent because they had

already used their allocation. That refusal may cost the event much more

than another bucket of ice. Don’t let staff or volunteers “cop an attitude”

regarding a sponsor’s special requests that may be outside the guidelines.

You and others need regularly to let them know you appreciate their

being partners with the event.

By Bruce L. Erley

36 INTERNATIONAL EVENTS SPRING 2003

We’ve all had those thoughts, but perhaps we’ve never actually said them usingour out-loud voice (or maybe some of us have). We can get so caught up in detailsthat we forget that the bottom line is we’re simply throwing a big party! Yes, theprofit analysis of our merchandise sales is vital, and the volunteer group thatcancelled their giant inflatable participation at the last minute is tough, but don’tlose sight of the big picture. In today’s challenging economy and time of worldunrest, our business is more important than ever. It’s your job – and perhapsyour calling – to bring the art of celebration to the people of the world.

“Everyone here is to be commended… you all produce memories for a living...” Thosewere some of the first words I heard at my firstIFEA convention opening keynote, and it was atthat convention that I definitely knew I had trulyfound my life purpose. Thank goodness DonWhiteley of Argonne Parades convinced me to go to that convention. All I knew at the time was that my future was in parade production; it was a perfect marriage of my logistics talents,creativity, and love of parades. Over the years my passion for parades evolved into a love ofevents. It was not until recently, however, that I began to understand why I instinctively chose the festivals and event business, and he realization of the huge impact our events have on society.

What did I get myself into? This is how it all starts – once you’ve chosen

this career field you begin discovering all thechallenging things about event production –long hours, an attempt to plan for every sce-nario known to man, lost sleep, gray hair, thejoys of people enjoying their right to free speechduring your event, and pay scales that will notmake you Jack Millionaire. This is when youdiscover there is a lot more to event productionthan meets the eye. And don’t you just love thequestion, “Is this your full time job?” NO, silly,people and tents just appear and sponsors loveto throw money at me!

How did I get where I am today and whatdoes that mean?

Yes, at 10 years old, I said, “When I grow up, Iwill plan the optimal way to maximize softdrink profits by analyzing commemorative cups,cup sizes and syrup prices.” While I didn’t actu-ally dream of doing that, I did love going toevents– didn’t we all? Well, when you look backat your first dreams and dream careers, you alsohave to look back at all the things that led youto what you are doing today for a living. This isyour amazing happenstance – see how it hasworked for you, and see how it will continue toshape your career.

Don’t ignore life’s little taps on the shoulder – these are the things to take noticeof that lead us to amazing places. A friend ofmine had a dream that I produced parades for aliving. His dream entwined with an epiphany Ihad while watching a symphony perform ulti-mately led me to my dream job of event pro-duction. I realized while watching the sympho-ny that it takes every single person’s individualexcellence to make the symphony what it is. Imade the decision to play my own instrumentin life and make my own music, therefore help-ing the world symphony sound that much bet-ter. When you take the time to realize how youarrived where you are today and what you actu-ally have, it can be a pretty amazing affirmationof your career choice, and it can continue toshape your event career.

One way to find your dream job is to write apersonal experience inventory. This is much likea resume, but along with the regular content ofa resume this new, ’experience inventory,’should also document your emotions along theway. Document them all: what makes youhappy, what brings you fulfillment, whathaven’t you enjoyed, and what jobs are simplynecessary for skill development. You will devel-op your own face with the many faces of festi-vals and events, and that too will evolve. To getto where you’re going, you have to know whereyou’ve been, where you are currently, and whereyou want to go.

Don’t forget – YOU make it happen!Okay, so you’re an event producer, and that’s

what you’re doing RIGHT NOW. And yeah, sure,you secured the sponsorships, you ordered thetents and tables, but that’s not all you do. Yourimpact as an event producer is enormous.

• Logistics – that’s a given, but that’s whattakes all the time to make it happen. Youbasically plan for every single possible sce-nario under the sun for every single personthat will be at your event for the entire dura-tion of your event. Oh, you also plan for allthe staff stuff too. That’s all.

SPRING 2003 INTERNATIONAL EVENTS 37

Come back to reality for awhile and take a quick swim in the “average person genepool”. Yes, we are all special individuals with unique qualities and talents with a greatpurpose here on earth. But, it is no secret that some of us were built for certain thingsthat others were not. Just look at the talented musicians, artists, entertainers and athletesthat we work with in our own industry. There are many artists that were not meant to beathletes and many athletes that were not meant to be artists. These same individualsappear to be on the exact life-track their skills were designed to be.

When you take it a step further and look at some of the best of the best, this pointbecomes perfectly clear. In the Wall Street Journal Article, “The Lactic Acid Test” fromJuly 22, 2005, Sam Walker describes some of the scientific differences and geneticadvantages that make up some of the best of the best, “super-human” athletes. I haveselected three athletes from the article to highlight, Andy Roddick, Mia Hamm andLance Armstrong.

By Ted Baroody



By Mary Ann Dilling, CFEE


Generating media buzz for your event may seem like a daunting task, but by utilizing the ‘what’s hot and what’s not’ of our current society you can save yourself mountains of time and effort. We have learned you can generate a lot of media buzz with minimal effort by using current trends that are widely recognized in society. For example, if I say there will be a Dancing with the Stars competi-tion, there will be instant recognition and interest due to the popularity of the current reality television show. We have used tactics such as this in the past to generate a buzz for our events in addition to other reality television, partnering with the best, utilizing current celebrities and breaking world records. Take a look at what we have done, and hop on the bandwagon of using hot trends to create a buzz.

Reality TelevisionReality television was the first trend

we decided to utilize, after shows such as “The Bachelor” and “American Idol” started dominating the ratings. We jumped on board by creating events like “Celebrity Idol,” “Dancin’ with the Starz,” “Byron the Bachelor,” “Wanna Go Fishing” and “The Walleye Weekend Wedding.”

Walleye Weekend WeddingThe Walleye Weekend Wedding helped

us generate a huge media buzz by involv-ing local media and the community in the voting process. Does the phrase “America has voted” ring a bell? Well, the public had voted, on everything from what the couple would be wearing down to the cake and honeymoon. To kick off the event, a news release was sent out in search of the perfect couple who would like the perfect free wedding. The applicants came swimming in with their clever stories on how they ‘hooked and reeled’ their future mates. I think you get the idea. Once the couple was chosen, we worked with newspapers for print and in-ternet voting opportunities for the com-munity. We also utilized radio stations through internet voting, which benefited them by increasing the hits to their Web-site. Three of everything, including the bridal gown, bridesmaid dresses, tuxedos, cake, etc. were chosen by the couple and the rest was up to the voters. We then made our couple into local celebrities by showcasing them at grand openings, parades and other events we produced. When a local establishment lost their reception reservation, a plea was sent out, ‘Find a reception for the Walleye Week-end Bride & Groom.’ The community felt a connection with the couple and the support came through state wide. A

Walleye Weekend Wedding


by Stephanie Donoho

Let’s see if this sounds familiar: you come up with a great idea for an event; sell the concept to supporters and the community; coerce friends and family to help; work the week leading up to the big day fueled only by caffeine and sugar;

hear a snippet of your PSA on the radio and cringe when they don’t mention your sponsor; catch the laughter of a child enjoying a moment you created; rush to take care of an emergency; gather stacks of publicity to read later; struggle to pay the bills; remember to thank everyone; and eventually fall into an exhausted heap.



Then, the optimist that you are, you pick yourself up and do it all over again. And the second year is even better. You repeat the process and the third year breaks all records.

But somewhere along the way, usually between the third and the sixth year, the winds begin to change. The economy stumbles, your volunteer coordinator moves to another city, your title sponsor changes its business strategy, and your event suffers. Like all good products, events can grow stale without an infusion of new ideas that keep things fresh and keep audiences clamoring for more.

So, what’s a dedicated event organizer to do?

First, take an inventory of all that you do for your event. Include EVERYTHING no matter how small – from picking up the trash to running through the sound check, from distributing the tickets to surveying your volunteers and sponsors. By conducting a thorough examination of your operations you create a great plan-ning tool. Be sure to record the informa-tion in a way that can be easily shared with key members of your team and then ask for their input. By making time for a collective brain dump you document your history, and create the start of a de-tailed succession plan, insuring that when changes do occur you are ready.

Next, identify the key partners who support each segment of your event. Those can include sponsors, commit-tee chairs, volunteers, and community groups. Or, take it a step further and create separate categories listing your key partners in each. Once you complete this step, you’ll begin to see the holes, and where there is white space, there is opportunity. Highlight the areas where you need to expand your partnerships or secure additional resources.

Third add notes and ideas related to each of those inventory details. Those may include, but are not limited to: identifying problems that need to be fi xed, viewing a specifi c segment from your customer’s per-spective, learning more about the new busi-nesses that have opened in your commu-nity in the last year and looking for ways to include them, or dreaming of creative ways to capitalize on the success of a specifi c activity. Pull out your magnifying glass (for hard-hitting scrutiny of what works and what does not), your magic wand (for all of those things you would love to do if only you had a fairy godmother and mountains of money), and your telephone book (for the details and contacts) and let your imagination run wild.

Remember that no one experiences your event the same way you do, and each mem-ber of your team views it through a slightly different lens. By engaging a diverse group in the process, you build camaraderie, pro-vide an avenue to air and address concerns,

and help to alleviate burn out. And if every-one is engaged in the process then they all take ownership, allowing you as the event organizer to release some of the stress.

Five Creative Ideas to Enhance the Things You Already Do

Sound Check – Check one . . . check two . . . turn this “must do” into a check for you! – Make the sound check with your headline entertainment into a pre-event for one of your major sponsors and build that exclu-sive benefi t into a request for additional support. Everyone wants to see “behind the scenes” and have “an exclusive engagement” and this initiative gives your sponsor the op-portunity to spread his enthusiasm for your event with his staff and customers, who then become your new resources for additional partnerships. And if you can get the enter-tainer to sign autographs and take photos, even better. For example a ballet company recently marketed its dress rehearsal of The Nutcracker as a private holiday party for the corporation located directly across the street. This corporation had never been a sponsor before. Their benefi ts package was tailored so that the corporation’s employees and their families could experience this holiday classic before it opened to the general pub-lic. It was the fi rst time that the corporation had opened up their holiday event to their entire staff as well as their families. And best of all, the funds didn’t come out of the corporation’s traditional community spon-sorship or marketing budgets, but out of the company’s year-end celebration funds. So even during challenging times when budgets are being shifted, there may be more than one pool of funds to draw from within a single corporation.

Trash Collection – Being green is the new gold. – Events create trash, and what you do with it matters. Institute recycling, redemption and composting competitions between school and community groups at your event. The Boy Scout troop who collects the most cans wins! Partner with re-cycling and redemption centers, local farms and garden centers as well as your state and county agricultural extension agents. All of them can provide expert advice and materials to set up your collection stations for optimum use. Many may be untapped sponsors as well, as they may have out-reach funds for just this type of community partnership. Bring in your media sponsors for year-round exposure featuring a series of stories on the number of tons recycled and redeemed immediately following the event, the amount of compost created six months later and the products that were grown using that compost by community groups three months later. Once your “Turning Trash into Cash” plan is up and running, you can even create multiple new revenue streams. Some include: the redemption value of cans and bottles, selling compost labeled under your

event to gardening enthusiasts, and selling produce, fl owers and other value-added products (like jellies and jams) at your event which were nurtured by the previous year’s trash. Or turn the bounty of your green har-vest into a new community partnership with your local food bank or Meals on Wheels distribution center.

Child Care – Bring in the experts and provide outstanding value-added service for your customers. – Evening entertainment is a wonderful way to cap off your event’s excite-ment. But a constant concern for people with children is child care. Partner with your local day care centers and sell premium tickets that include the evening event, park-ing, and child care all for one price! Most child care centers are closed at night, and in these tough economic times everyone is looking for innovative ways to increase their revenues. And, if the tickets can be marketed and distributed at the child care centers, you may tap into a whole new audience. Or if your performance venue allows, set up a satellite day care center on site. Then Mom and Dad can escape for a little reconnec-tion time without worry. And school service clubs and senior volunteers can provide the extra hands and eyes you need to take care of the children on-site.

Pamper Your Volunteers – Remember that everyone loves a little R&R. You’ve bought t-shirts, meals and hosted an annual thank you event, but still your volunteer numbers dwindle. Why not create an exclusive area for volunteers with much more than the basics. Partner with massage schools, spas and nail salons for an on-site lift. The salons and spas receive marketing, visibility and access to poten-tial customers and your volunteers receive the royal treatment. Who wouldn’t be ready to head back into the fray after a 15-minute chair massage, or a foot soak, or a cooling eye mask in the heat of the day? And salons, spas and massage schools can be great partners for ticket distribution and event promotions, tapping in to new audiences. And if you conduct your vol-unteer surveys while your volunteers are relaxing and being pampered, just imagine your return rates! For key volunteers who may not be able to take advantage of the day-of activities, provide follow up gift certifi cates for a day of decadence.

New Kids on the Block – Reach out and touch someone. – Every day your local Chamber of Commerce, government business registration division, and phone book company receive leads on new busi-nesses in your area. Partner with these agencies and be the fi rst in your com-munity to extend the welcome wagon to these newcomers! Let them know about your event, discover what they have to of-fer, and work together to fi nd a marketing or sponsorship strategy that is win-win. They’re excited, they’re hungry and they’ll

Continued on page 68


Operations manuals, marketing plans, budgets and jobdescriptions. These are some of the blueprints for plan-ning and implementing successful special events. Whileevery event planning organization understands the needfor a well-prepared budget, many neglect to formalizewhat they consider to be the obvious -- the description ofindividual responsibilities of both staff and volunteers.The more complicated the organizational chart and the

committee structure, the more necessary are detailed jobdescriptions for officers, chairmen, key volunteers and, ofcourse, the staff.

by Marilyn Clint, CFEE


20 INTERNATIONAL EVENTS 200820 INTERNATIONAL EVENTS 2008


As I wrote this, a US $700 billion Wall Street rescue package was introduced, defeated, reworked, and finally approved, with no guarantee it will work. Hun-dreds of billions have been wiped off global markets. Companies are failing – BIG companies. Businesses of all sizes are being crippled by the cost of finance. Foreclosures are skyrocketing. Retirement accounts are plummeting. A lot of people are panicking. No one really knows what is going to happen, how fast, and if there is anything that can be done that will change the eventual out-come. In short, it’s ugly out there. Really ugly.

By Kim Skildum-Reid

Most corporations are not in imminent danger of the whole company collapsing, but many are talking about big cutbacks. In the past, sponsorship has continued to grow in times when marketing and advertising spends have dropped, but I wouldn’t bet on that being the case. In fact, I don’t think there is a single scenario that I would bet on at the moment. Uncertainty rules, and it’s very hard to make strategic decisions when the entire global economy is sitting on a knife’s edge.

So, what’s a sponsor to do? Do sponsorship seekers need to be changing their strategies? Honestly, I don’t know what is going to happen anymore than anyone else. What I do know is that we should all be prepared for leaner times and form strategies and fall-back positions if that happens.

Scary economy basics for sponsorsIf you’re like most sponsors, you have a portfolio with

at least some of the following characteristics:Your biggest expenditures are tied up in multi-year deals

• Most of your sponsorships revolve around a stan-dardised benefits package (logos, tickets, hospitality, and endorsement)

• A significant portion of your sponsorships are underperforming

• A proportion of your sponsorships could only be classed as dead wood

• You have a significant leverage budget, typically 50-150% of your spend on sponsorship fees (but I’ve seen a lot more and a lot less)

• You have a community/charity portfolio that is largely un-leveraged

If any of this looks familiar, I have some good news: There is no need to panic. You can get better results from


news:There

news:There


HOWBy D. C. “Chip” Baker, CFEE

PLAYING POLITICS

CAN PAY OFF

“The activities or tactics which a festival or event must engage in to remain viable in a turbulent govern-mental and social environment”.

A true defi nition of Politics in relation to special events is:

Nothing could be more apt to describe the conditions in which we fi nd ourselves in the day in and day out operations of our respective events. When most of us hear the word “politics” we usually equate it with “dirty politics” or “politics as usual”, but we are all familiar with the “nuts and bolts” that go behind politics. Understanding the basic tenets of politics and how it works can be an invaluable as-set to your event.

The political system surrounding your event is crucial for your event’s survival. Sometimes, it’s hard to defi ne the politi-cal players, particularly those who are just below the surface, the behind-the-scenes players. However, once you defi ne all of the local players of your political system, you can generally make the system work to your advantage.

We all agree that politics are important to event survival. Politics have a direct impact on your event in many areas as they can increase your revenue, attendance, sponsorship, property, opportunities and respect, to name but a few. Thus, politics will help you not only survive, but to thrive in today’s environment.


Step One: Trace Your Event’s Political History

For example, the “Riverbend Festival” (www.riverbendfes-tival.com) in Chattanooga, Tennessee, began with local politics in 1980. A small group of community leaders met for a barbecue dinner and a lack of downtown events was discussed. Those discussions recognized the community’s need to invigo-rate a lackluster downtown and bring the community together. That intimate dinner party led a group toward securing a grant to create the “Five Nights in Chat-tanooga” event in 1981. This event was the predecessor of Riverbend, which has since had a strong 27 year history, with attendance growth from 1,000 in 1981 to 650,000 today.

The “Riverbend Festival” started with a signifi cant political base. Your event did, too, I suspect.

Step Two: Clearly Defi ne Your Mission Statement

Our original mission state-ment in 1981 was:

“To bring the community together through the com-mon language of music and to revitalize our downtown.”

Our present mission statement is:

“To produce a festival which brings the com-munity together focusing on the revitalization of downtown and to provide expertise to others.”

The addition of “providing expertise to others” further defi ned us as an event management organization for multiple opportunities. Our mission statement ex-panded as a direct result of relationships, respect and most importantly (whether we like it or not) - POLITICS.

Our event management growth began when numerous community leaders and event organizers began calling on us to consult with them about other events. They clearly recognized the many years of Riverbend’s successes and looked to us for our event expertise.

We realized that we had more to offer than just one event – Riverbend. We have the expertise that others need. The fact is, in our industry (IFEA), we are all experts at what we do.

Our job (as yours) was to position our-selves politically so that when the opportu-nity arose, we were ready. This required our

positioning to be not only external with the various publics, but also internal with our Board of Directors, as well as our staff.

As a result of our new mission statement and focus, we are now the management organization organizing all of the events for the newly renovated “21st Century Waterfront in the City of Chattanooga,” as well as the “PGA Nationwide Chattanooga Classic Golf Tournament,” “Go! Fest,” and “Between the Bridges Wakeboard & Music Festival.” “Friends of the Festival,” a 501(c) 3 company, has also managed many other events, such as the “Ocoee River Days,” the “National Harley Davidson Rally” and “Airshow Chattanooga.”

Step Three: “Good PR” The single most important factor in

business today is good “PR” = Political Relationships.

We’ve all heard, “It’s not WHAT you know – but WHO you know”, but in PR it’s both. To create good PR, you need to get plugged into the local political scene. Don’t ever give up. Patience and politi-cal relationships really paid off for our organization when Chat-tanooga underwent a $120 mil-lion “21st Century Waterfront” makeover. Part of the renova-tion included the downtown waterfront where “Riverbend” is held. During this process, we offered to help with the new site’s programming. However, the Mayor at that time was fo-cused on building and not on programming. It was not until the current Mayor was elected, that we got our opportunity. It did not hurt that our Mayor truly appreciates Riverbend’s strong economic contribu-tion toward our community.

Needless to say, although we have had good relationships with our past Mayors, our persistence fi nally paid off with the current Mayor. Nothing happens over night, but with persistent relationship-building and with a little luck, your hard work eventually pays off.

Begin to create more political relationships by identifying your lo-cal political movers and shakers and compile a list of who they are. Then, forge these relationships by attend-ing local political meetings and being “seen” at places such as local county commission or city council meetings. Always be early to these meetings and make sure to introduce yourself!

Cultivate more relationships by seeking out offi cials from your Cham-ber of Commerce and Convention & Visitors Bureau. They can tell you when

new businesses are opening and when the groundbreakings are, so you can just “show up” and again be seen.

Schedule as many speaking engage-ments as possible to civic groups promot-ing your event and continually explaining the economic impact your event has on the community.

Political relationships can also involve people surrounding you in the workplace. Look around and assess what you have to work with, such as your:• Staff – Are they politically connected or

are they members of any professional or civic organization?

• Board of Directors – Who are they politi-cally? Business people, politicians, fund-raisers – and are they plugged-in to the needs of your organization? Are they well thought of throughout your community?



• Contacts – Business and Personal – How can they fi gure in to the politi-cal scheme of things?

• Service Organizations – Become in-volved with them and they could be of service to your organization.

• Always remember 24/7 that everyone is “special” and look for their unique qualities that can help you down the road.

Step Four: Get StartedBegin the political process by creating

your own personalized plan. It must be a plan that works specifi cally for you and your organization. Identify your best op-portunities for political positioning.

Evaluate your Strategic Plan… Do you have one? A good place to start is by analyzing other organization’s plans. As a member of IFEA you have a ready-made network. Don’t be shy – call other organizations and ask for their ideas. We call that “market research!”

Examine your organization – Is it strong? Are you fi scally and op-erationally sound? Remember: No money, No Mission. It’s important to keep your doors open; so you must be fi nancially sound.

Identify your relationships, specifi cally which ones are strong and which are weak; and work on improving both.

Think about burned bridges - Have you burned any bridges, and if so, can they be mended or repaired?

Make ContactOnce you have defi ned

“who’s who”, it’s time to acti-vate your connections and get them involved with your event. Invite political fi gures to your event as special guests or VIP’s. Always ask them for their input regarding your event and include them in the decision-mak-ing process, where appropriate.

An example is our Riverbend Artist Selection Group (ASG), which meets regularly beginning in August. The purpose of the ASG is to determine which artists will be scheduled to per-form during our nine-day “Riverbend Festival.” We include our local radio stations (urban, classic rock, country, etc.) to take part in this. We not only get great ideas from the respective genre’s of music, we also get political “buy in” from the stations since the bands we play, by and large, are the bands they choose. Interested and active board members are invited to have a voice in this process, and this helps build

equity and strengthen political relation-ships. This inclusion brings them into our organizational “inner circle’ and they are honored to participate.

Don’t Ask, Don’t GetSome cities and state governments

subsidize their major special events, such as “City Stages” in Birmingham, Alabama. Find out through your political connections if this is a funding option that is open to your event. Some cities offer services, such as police for crowd control and assistance from the Depart-ment of Public Works for garbage pickup. Ask for both services and funding, but be satisfi ed if you only get one and always be appreciative, whatever you receive.

Kick off your Campaign TodayDefi ne your organization’s current

political position and assess why your position is where it is.

Make a list of your weaknesses, such as board member stagnation or staff apathy. Start by prioritizing your list of the steps necessary to head in the right direction. Perhaps forming a Board Development Committee would insure that your Board of Directors matches your organizational need.

Get involved by meeting with the Cham-ber of Commerce and/or CVB President.

Create new job descriptions, outlining who in the organization is responsible for what role in the community. See which staffers are willing to rise to the occasion, possibly by joining professional network-ing organizations.

PP NOW!Start your Political Position-

ing thinking today: If a new Mayor was elected in your city, what is the fi rst thing you would do? How can you best align yourself and your organization politically? Always remember that every new person you meet could be an invaluable political ally down the road.

Most importantly, determine the fi rst step you can take right now to become politically correct.

Playing Politics is like playing any other game; if you know how the game works, play by the rules and persevere – sooner

or later, you will win.

D. C. Chip Baker, CFEE is the Executive Director of Friends of the Festival Event Management, 180 Hamm Road, Chattanooga, Tennessee 37405 (423) 756-2211 www.riverbend-festival.com

Friends of the Festival, Inc. is a non-profi t events management organization producing Chattanooga’s Riverbend Festival, The Chattanooga Clas-sic Nationwide Tour Golf tournament, the Between the Bridges Wakeboard Festival as well as management of Chattanooga’s down-town Waterfront for the City of Chattanooga.
