< PreviousProper Management Equals Success Properly managing event vendors is very similar to prop- erly managing employees. It requires a solid combination of leadership skills, effective communication and a true under- standing of interpersonal relationships. But one of the most vital components of a solid vendor/planner relationship is clear communication. As Borcoman explained, communication is key. It is paramount to clearly communicate expectations, goals and tasks to ensure everyone understands their roles and responsibilities. “Communicating our needs, wants and ‘nice to haves’ with them is super important as is communicating all the details of the event, client and venue,” Borcoman said. “Being available anytime they need to chat is crucial. At the end of the day, I view it as I am working for them and not the other way around. I am grateful for their availability, and I am at their service. My events would not be successful without them, so I need to set them up for success.” As part of the vendor managerial process, corpo- rate meeting planners should also define expectations and goals for the vendor and make sure they understand that their work and efforts contribute to the overall suc- cess of the event. In addition, meeting planners should provide construc- tive feedback throughout the entire event planning and execution process, and be sure to be specific and focus on behavior and outcomes. After the event is concluded, planners need to be sure to recognize and appreciate vendors for their hard work and efforts put forth during the corporate event. They should share this recognition with others on their planning team, in the company, and via social media if warranted. By recog- nizing vendors in deliberate ways, it reassures that they will perform well on future corporate events they plan. As everyone in the corporate meeting and event indus- try can attest to, issues and problems arise among vendors. When that happens, planners should address conflicts pro- actively and try to be flexible when possible. Showing that they understand issues that arise and that they can accom- modate for those situations can help establish a respectful event planning culture. Avoiding Inherent Problems As with any professional relationship, there are undoubt- edly inherent problems that can emerge when event vendors are not properly managed by corporate meeting planners. “Tactically within an event, some of the inherent prob- lems that can emerge when event vendors are not properly managed are waste, inefficiency, frustration and results that are harder to achieve than they should be,” Dooley said. “Strategically, there is either no relationship or a short- lived one when vendors are not managed properly — and things simply cost more than they should, quantitatively and qualitatively. There may be a transaction, a specific project that is executed out of necessity, but so much opportunity is lost and value left on the table for everyone involved when not managed well.” Borcoman pointed to some problems that arise from not properly managing and communicating with ven- dors. These include: • Crossover during setup that gets in the way of each other • Lack of understanding of the scope, timing or vision of the event • Vendors making things more difficult than they have to be if they don’t respect the planner • Wrong items or service being delivered due to lack of checks and balances beforehand • No prior event run-through leading to poor execution on the event day Many other issues can occur, but something that Borco- man has seen happen is vendors making life more difficult for planners they do not like or respect for one reason or another. “I was second to another event lead that rode her vendors very hard. She accounted for every single penny and held them accountable for every single word they said. She was constantly trying to hold them accountable by proving she doesn’t miss a beat,” Borcoman said. “She also over communi- cated with them which made them feel distrusted and that she believed they weren’t competent enough to do their jobs. All along the way, mistakes happened or vendors made life more difficult.” As a result, the vendors avoided conversations with her and certainly didn’t go above and beyond to try to impress her. They wanted the event to be done and over with. That kind of attitude led to other issues, stifled creativity and undue stress on all parties. “Communicating to vendors is key, but so is trusting that they are professionals in their field and not insulting their intelligence,” added Borcoman. Dooley recommended corporate planners go into 20 January 2024 | Corporate & Incentive Travel | TheMeetingMagazines.com Planners keep a portfolio of trusted partners to match with the best fit for the goals and needs of each client and each event. CRAIG DOOLEY President, SDI Meetings & Incentivesplanning with a long view of relationships and get to know the vendor, their team and the individuals with whom they are working. Understand how the vendor defines success, how the mechanics of their business works and how they create value. See how that fits into the bigger picture of your business and your client’s needs — and then engage them how and when it makes sense. “Define and share the needs and objectives of each event as clearly as possible before engaging, and then be ready for it all to change,” Dooley advised planners. “Establish the chan- nels and expectations for direct, open and timely communi- cation, so the planner can manage through the changes with partners in lockstep.” It’s also a good idea for planners to bring vendors in behind the scenes with them, and expect them to do the same, as you cannot effectively manage people who are kept at arms’ length. Regardless of the size of the event being planned, tech- nological tools such as Microsoft Lists can help meeting and event planners keep track of vendors and their information plus all communications with them. As Borcoman explained, Microsoft Lists is basically an elevated Excel list that can be accessed easily through an app and by everyone on the team. She primarily uses this tech tool for her firm’s own internal tracking, so that she shares her personal cell to ensure that the vendors can get a hold of her whenever needed. The team at SDI Meetings & Incentives rely heavily on their event database and registration tools to capture, ana- lyze and report on event details, in support of providing accu- rate and timely information to their vendors. Specs, attendee data, changes and movements are all captured within the shared system, so the meeting planning team always has the most current information to share with partners. “Whether one uses Cvent, STOVA or another system, we are better able to manage resources and work with partners — from arrival and departure manifests, to flight booking and tracking, to food and beverage commitments and hotel room block pick-up and more,” Dooley said. Future Partnerships Especially over the last few years, the relationship between event vendors and corporate planners were tested and proven in the most demanding environments. Those now thriving on the other side leaned into what has always been critical — the strategic value of partnerships, the importance of mutual success and the imperative of creativ- ity and tenacity. As Dooley noted, meetings are now more prolific than ever. For that reason, planners and vendors are tasked to do more, more efficiently and more nimbly. These relationships are evolving — building on what has always been true. “We find the partners who share our passion, we ally with them to create the best solutions, and the whole becomes greater than the sum of its parts,” Dooley said. “We are expecting more from each other, because our cli- ents are — in results, transparency, communication and give and take across projects.” To deliver more, both meeting planners and vendors are challenging norms and “the way things have always worked” mentality. Instead, they are choosing solutions with the clearest value, and sometimes there are new ones. “Planners keep a portfolio of trusted partners to match with the best fit for the goals and needs of each client and each event,” Dooley said. “The net are meetings and events that more effectively support the goals of the orga- nization and create more engaging and memorable experi- ences for attendees.” Of course, managing event vendors has been a core com- ponent of event planning for decades and will continue to be a vital component of future corporate meetings and events. Borcoman expects that technology will evolve the way event professionals plan and communicate with vendors, but she hopes the personal relationships and personal touch don’t disappear. “As much as I love tech and efficiency tools, nothing changes the dynamic of a vendor/event planner relationship as much as personal touch. Clarity can be found in contracts, diagrams and run of shows, but never disregard the power of personal relationships,” Borcoman concluded. “At the end of the day, events are a production, and the team putting it together is one big family. We have to work together for the common goal, no matter what it takes to get there.” C&IT TheMeetingMagazines.com | Corporate & Incentive Travel | January 2024 21 Courtesy of Craig Dooley Whether you are having a small dinner party or a large event, building a relationship with vendors and communicating effectively will lead to efficiency. The Art of F&B BY CHRISTINE LOOMIS Vibrant, Lighter, Healthier: Now the Norm F ood and beverage predictions for 2024 shows there will be more vibrant and bold culinary palettes and flavors with lighter and healthier dishes. Plant-based foods like meatless hamburgers made with qui- noa, chickpeas and walnuts represents the transparency and purity of ingredients that are now popular. Vegetarian, vegan and gluten- and dairy-free options; quicker meals and mock- tails are also among the trends planners and chefs will see in conference dining. Those same trends shape the meals we typically make and eat at home, so why should conferences be different? Not surprising, no one says they miss those interminable, heavy meals of conferences past — and no one is going hungry, either. Matthew Samuels, program manager with SAP Global Marketing, a global producer of software for busi- ness management processes, sees a focus is on balance. “We’ve observed a shift in our approach to event dining, transitioning from the COVID-19 era when we primar- ily offered 100% grab-and-go options. Today, we’re mov- ing toward a balanced mix of grab-and-go selections and traditional hot buffets. One notable trend we’ve noticed is the increasing demand for vegetarian and gluten-free options. Attendees are conscious of their dietary choices and seeking healthier and cleaner eating while traveling, which aligns with the broader focus on well-being.” Another noteworthy change, he added, “is that we’ve shifted away from serving liquor at our events. Instead, we now offer wine and beer exclusively. This adjustment encourages responsible alcohol consumption, which cre- ates a safer environment for everyone. In response to this shift, we see a rise in popularity of mocktails, which are often used as sponsorship opportunities.” While the trend toward healthier eating has been on the rise for several years, Samuels said the pandemic prompted many of us to prioritize our health as we had more time to experiment with cooking and focus on nutri- tious meals. “Attendees have become more conscious of their food choices and the impact of nutrition on their overall well-being. An increasing number are selecting vegetarian and gluten- or dairy-free meals. Catering to this trend by offering nutritious and sustainable meal 22 January 2024 | Corporate & Incentive Travel | TheMeetingMagazines.com INDUSTRY TRENDSoptions at events and conferences is in line with current attendee preferences.” Regardless of food trends, Samuels said a key objective of the SAP events team is to offer attendees an exceptional F&B experience at events, while also staying within budget. “A prime example of our approach was with the Sodexo Live! team at the Orange County Convention Center (OCCC) where we introduced a fresh and inno- vative lunch experience centered around a ‘build-a-bowl’ concept, which can also be deconstructed to provide a more traditional hot plated meal,” said Samuels. “This experience empowers our guests to craft their own customized bowls, choosing from a variety of bases, including greens or starch, a selection of protein options that include vegetarian and vegan alternatives, a hot veg- etable component and a huge selection of toppings and dressings. By all accounts, it was a huge success; it reso- nated with all of our attendees and our food and beverage survey scores had never been higher.” Another top priority for the team is sustainability at all SAP-hosted events. They make sure to align their food and beverage offerings with as many sustainable practices as they can. They’ve eliminated single-use plastics at all events. Water is always served from a bubbler with paper cups and/or a reusable bottle provided to all attendees. According to Samuels, all grab-and-go item packaging and service ware must be eco-friendly, promoting reus- able and recyclable materials. “We ask that all food be sourced within 50 miles of the event venue in order to use local, seasonal ingredients whenever possible,” explained Samuels, who’s mindful to reduce their carbon footprint and supports local communities, aligning with his com- pany’s sustainability goals. To this end, they have also expanded their plant-based menu options to reduce the environmental impact associated with animal agriculture. It’s important that venues are on board. “We like to work with venues such as the OCCC and vendors like Sodexo Live! who take into account energy-efficient food preparation methods, reducing food waste and donating unused food items to local charities,” Samuels added. As to whether sustainability and health affect the bud- get, Samuels said yes, but that’s not a problem. “Locally sourced food product and sustainable, eco-friendly service ware often come with a higher price tag compared to conven- tional options. How- ever, the decision to prior- itize these elements should not deter companies from incorporating them into events as costs can be offset through sponsor- ships and marketing opportunities. It also aligns with the growing demand for responsible and eco-conscious event plan- ning and helps enhance your brand.” F&B should also be part of providing ample networking opportunities. “One of our primary considerations when planning an event is the impor- tance of networking,” said Samuels. “We prioritize cre- ating an environment that facilitates and maximizes net- working. To achieve this, we strategically position our food and beverage offerings in areas where attendees gather to consume content or engage in meetings throughout the day. This approach allows attendees to enjoy meals at their convenience without the need to interrupt significant con- versations or networking opportunities.” In addition to ensuring seamless networking, Samu- els aims for culinary variety and accessibility. He likes to maintain a balance between traditional hot buffet areas and readily available grab-and-go options. This ensures that his attendees have to spend less time contemplating where and what to eat, enabling them to focus more on taking full advantage of the diverse offerings and oppor- tunities that the conferences provide. TheMeetingMagazines.com | Corporate & Incentive Travel | January 2024 23Looking ahead, Samuels said, “Given the attention attend- ees are putting on what they eat and where they eat it, I think service and setup will be geared around easy, quick access with a priority given to keeping attendees consuming the con- tent they came for and having uninterrupted meaningful con- versation that helps them and the companies they work for.” At the Orange County Convention Center (OCCC), Sodexo Live! Executive Chef James Katurakes sees much the same. “One of the biggest trends we’re seeing here is the rising need for buffets to be inclusive for everyone. Plan- ners are looking more for vegetarian and vegan options, and for dietary restricted meals to be part of a buffet or meal function rather than making someone feel left out by having to eat from a separate meal area.” As planners have become more knowledgeable about sustainability, Katurakes said they also want to know more about a venue’s operations. The main question he gets asked by event planners is, “How are you operating sustainably and how can we decrease our footprint?” “By focusing on minimizing the footprint of our operations and partnering with local businesses that support sustainable initiatives, we’ve become a hub for sustainable events,” explained Katurakes. “We started a hyper-local onsite garden. Our team partners with local ‘farmerpreneur’ Urban Smart Farms to operate the Center-to-Table Gardens — a 2,000-sf indoor aeroponic farm with over 80 grow towers. Annually, the gardens produce 50,000+ fresh, nutritious non-GMO lettuces, herbs and edible flow- ers. We’ve received positive feedback from both meeting planners and guests. They love that they can see where their food is gown and sourced. We also started a new partnership with The Honey Frame Co. Honey is sourced straight from a bee farm just north of Orlando.” In addition, he noted, OCCC uses compostable, dispos- able service ware, which is popular with groups but had been challenging to procure. “With the upward trend of people better understanding sustainability, there’s a new market for compostable service ware. It’s easier for us to secure these items now,” he said. Asked what excites him in con- vention F&B these days, the chef said he loves the freedom to create new and custom menus for OCCC guests. Andy Baker, founder & CEO of RISE Health Group, recently had a program at Mountain Shadows Resort in Scottsdale, Arizona. “We’re seeing a trend toward healthier, lighter and more moderated meals. The days of three heavy, protein-rich meals seem to be fading,” said Baker. Many of us don’t eat that way at home and don’t want to feel the need to detox after a conference due to an overload of heavy food. Balance is the solu- tion. “If we offer a heavy dinner the night before, we aren’t going to have sausage, bacon, pancakes and eggs in the morn- ing buffet. Instead, we may do a continental breakfast with pastries, fresh fruits, granola, yogurts and other light options that mirror what attendees would likely have at home. We’ve seen a positive response to that approach,” said Baker. “It’s easy to say it’s stabilized but I think it’s grown. The perception of stabilization is because there’s now an expecta- tion of healthy. It’s no longer a big topic because it’s not new. We’ve experimented with our meals over the last two years where we offered lighter meals instead of the heavy ones tra- ditionally provided at conferences. The feedback we received about the food not being ‘typical’ was positive,” he said. Sustainability thus far has not had a big impact on his group. They request water stations and try to leave as small a footprint as possible, but that’s a byproduct of their lean nature as a company and event, he said. While his program doesn’t include exercise or other activities, it does include an intentional 1.5-hour afternoon break between the educa- tion sessions and dinner to allow people to use the time for themselves, and many attendees use that time to exercise. “We feel that offering the option to maintain a healthy Courtesy of Missy Holmes / Mountain Shadows Resort Now trending: Letting attendees build their own bowl or salad helps to accommodate restrictions. 24 January 2024 | Corporate & Incentive Travel | TheMeetingMagazines.com We’re seeing a trend toward healthier, lighter and more moderated meals. The days of three heavy, protein-rich meals seem to be fading. ANDY BAKER Founder & CEO of RISE Health Grouplifestyle, along with the business side of the conference, enhances the networking experience. After all, if you don’t feel like yourself or feel you’ve overeaten or need to exercise, you’re not going to feel like talking and being social — at least that’s our philosophy,” said Baker. Missy Holmes, director of catering and conference ser- vices at Mountain Shadows Resort, sees a build-your-own- menus trend. “This year, we introduced a Build Your Own Protein Bowl lunch menu. Attendees start with their choice of a base (greens or rice), have a variety of protein choices and many toppings to complete their bowl. Guests create a delicious plate for themselves and can accommodate aller- gies or preferences without the need for a custom option. Another trend,” she added, “is to provide a mocktail option in addition to a signature cocktail.” Eco-friendly practices aren’t new to Mountain Shadows. Their team has long-focused on partnering with reputable, sustainably minded vendors with a passion for quality. They source the majority of their produce from a local organic farmer and their standard menus incorporate vegetarian options on every available buffet, many that can be easily adjusted to be vegan. We’ve also curated allergy friendly options for desserts that can be substituted on a menu to accommodate requests for vegan, gluten free and dairy free. Holmes said planners want “readily available swaps to accommodate allergies and healthy modifications versus having to create entirely customized menus.” That includes snacks. “We have house-made protein bites and granola bars that are always a hit. Local fresh-press juices are popular, too.” What Holmes finds exciting today is that planners under- stand the importance of quality F&B at conferences. “They want to impress C-Suite guests and are more willing to trust our culinary team and events team to be creative,” she said. Bernard Foster, executive chef with Aramark at the Ana- heim Convention Center, said taste and quality are always paramount regardless of time constraints. “It’s the duty of the chef to provide a meal that’s nourishing, satisfying, reju- venating and, most importantly, flavorful,” he said. Foster sees meal periods for large groups being stream- lined to optimize attendees’ availability to attend program sessions. The shift is providing meals on-the-go via boxed lunches, food trucks, portables, grab-n-go options and added food stations to alleviate lines. Receptions, however, are still celebrations to welcome and thank attendees. These menus focus more on providing memorable experiences, where individuals can mark their moments in social gatherings where the food is themed, creative and fun. He said reducing animal proteins and providing more plant-based options is now the norm. “It’s no longer a trend in the conference/meeting setting; it’s a fundamental part of menu creation,” he said. Sustainability has long been front and center at Ana- heim Convention Center. “As a LEED certified facility with green programs and initiatives already in place, planners and attendees are assured that the food being prepared is sourced locally, the disposable service ware is eco-friendly and food waste is being composted or donated,” he added. That said, Foster noted some planners drill down on sustainability, seeking data on the distance the food trav- eled and details about disposable-product labeling to ensure compliance with California legislation. The center continues to have answers. “We’re reducing our carbon footprint by sourcing new kitchen equipment that’s more energy efficient than decades prior, and we implemented our rooftop garden last summer,” he said. In the immediate future, Foster believes spicy foods will take center stage this year as chefs understand more about how they ignite one’s tastebuds when paired with savory and sweet flavors, and how the capsaicin in peppers is extremely beneficial to an individual’s gut microbiome. And then there’s every fusion imaginable, he continued, as chefs pair foods from different cultures in different ways to create experiences. “It’s a playground where we’re able to try new ideas and recipes without discrediting the origins of the dish,” he said. “For it to be successful, a chef needs to have a strong foundation and understanding of the culture’s flavors to create an item that works synergistically.” The bottom line is this: Planners and attendees are ask- ing for healthier, more creative, sustainably produced foods aligned with today’s diets, and chefs and venues are respond- ing. Planners can expect next-level menus at their confer- ence — not as a custom add-on, but as standard. For Baker, the healthy trend is a positive professionally and personally. “Sitting down in educational sessions all day, eating heavy meals and drinking at nightly mixers isn’t the healthiest of lifestyles and it’s not consistent with my regular habits. I’m excited to see options to maintain my lifestyle on the road versus give up on it for a few days.” Most attendees would agree. C&IT Courtesy of Orange County Convention Center The Orange County Convention Center in Orlando, FL started a hyper-local onsite garden, which provides presentable, sustainable and healthy options. TheMeetingMagazines.com | Corporate & Incentive Travel | January 2024 25C risis management is probably the hardest challenge of event marketing. It’s hard work. It’s time consuming. It adds an extra touch of difficulty to event planning. And yet, you need to know how to prepare a strate- gic plan for your events because at some point, you’ll face an unexpected crisis at your event. Maybe a hurricane will sud- denly turn in a direction not forecast by weather experts — right toward you and your attendees. Civil unrest might erupt. Food poisoning could hit multiple attendees or airlines could go on strike. Or a million other things could happen. How that ultimately impacts your meeting depends on your crisis management plan, your communication strategy and how well prepared you and your team are. Shannon Jones, CMP, senior meetings and events man- ager with Destination South Meetings + Events, said a clear chain of command is critical — who is immediately called in the event of a problem, who’s in charge, who calls whom. That includes who on the planning team, within the orga- nization and at the hotel, convention center or other venue. “If there’s a medical emergency, for example, the person who witnesses it would call 911, but then they’d also imme- diately call the identified person in the organization and/or the lead planner onsite. One of those people might have the job of calling the president or CEO of the organization,” said Jones. In addition to identifying who should be called and in what order, Jones said it’s important to identify the person who would speak to the media in the event it’s an incident or issue in which the media might be interested — a fire in the building, a sexual harass- ment incident or a death, for example. If a company is large and a well-known name or brand, the media might want an official comment. An exit strategy should be identified ahead of time. Where are the exits? Where should attendees be moved in the event the venue isn’t safe and what route should they take? “Typi- cally, the planning team would work with the venue ahead of time on that,” Jones said. “In many cases, the venue will have a detailed exit plan for its particular layout and would share that with the planning team in advance.” There’s no single way to do things. “Every venue is differ- ent and vendor partners may have their own plans as to the chain of command and protocols,” Jones said. “In some cases, you might call the venue’s security personnel and in others you might be directed to call someone at the venue who will then contact security.” Even something as familiar as calling 911 may not be the protocol in certain places. “Gaylord comes to mind,” Jones continued. “At Gaylord Opryland you don’t call 911. That resort is a huge property and if you don’t know it inside out you wouldn’t be able to direct first responders to where you and/ Crisis Management BY CHRISTINE LOOMIS How to Prepare a Strategic Plan 26 January 2024 | Corporate & Incentive Travel | TheMeetingMagazines.com INDUSTRY TIPSor the emergency are. The property has a well-written plan on what to do to report an incident. It covers evacuation processes and the normal stuff in case of fire, etc. The proto- col is to call the identified person within the resort first and that person calls and directs responders if necessary.” Smaller venues may not have a plan, Jones noted. “That’s when you partner with staff and come up with a plan together, well ahead of time. When there’s no plan, people might do things differently and that can not only cause con- fusion in an emergency, and it can make things worse.” Jones and her team always have a lead planner and an assistant planner onsite. “The lead planner should always be notified but isn’t necessarily the decisionmaker. If someone other than the lead planner is the decisionmaker, that person should be identified ahead of time.” TheMeetingMagazines.com | Corporate & Incentive Travel | January 2024 27 (Top): Having an exit strategy in advance is always crucial, no matter the event. (Bottom): Communication is essential not just in educating attendees, but in ensuring everyone understands safety protocols. Photos courtesy of Shannon JonesJones emphasized the importance of involving your part- ners in your crisis management plan. If that hasn’t happened prior, those conversations should take place during the pre- con. She advised inviting at least one member of the venue’s security team to the precon. “They need to know what’s going to happen and what to look out for so they can act if necessary. For example, is there going to be an open bar? Is your group primarily women? Are guests going to be using stairways? The more you share about the specifics of your group the better prepared every- one can be,” she said. That goes not just for big things but small things, too. “Something as seemingly insignificant as the west eleva- tor not working or lights out in the stairwell can become a significant problem if not taken care of quickly,” Jones said. “That’s where the chain of command comes in; you need to know who to contact immediately to mitigate problems like these before they become emergencies. The same goes for incidents that involve some kind of disciplinary response; that response should be decided ahead of time so everyone is on the same page.” There are a variety of ways to communicate with attend- ees. “You can include pertinent information in your Know Before You Go communication and provide a link to PDFs or web pages devoted to crisis information. Whatever your mass communications tools are, you should know when and how to use them,” Jones said. “This is where your event app comes in. You can do push notifications and text notifications. You can also provide some info in your housekeeping notes.” The more transparent your plan is, she added, “the more it’s a partnership, the better it is for everyone.” Angela Baer, CMP, CMM, corporate event coordinator at Caterpillar Inc., also emphasizes how communication is the primary consideration in a crisis management plan. “We cannot anticipate all the things that could happen at any given time or location so it’s important to have someone to answer questions, gather information and act on any issues appropriately,” said Baer. “Usually that person is me, so I like to be sure I have all my ducks in a row regarding things like emergency evacuations, take covers, etc. But it’s also about knowing your location and attendees.” Do they typically go off property? If so, are there locations she can direct them to or steer them away from? Are there any large celebra- tions or demonstrations going on? These could impede attendees access- ing the venue depending on the day and time. “I just had an event in Arlington, Texas, and thank God the Rangers won when they did. Their parade on any other day would have seriously impeded my event. I’ve never watched a World Series game so closely!” Experts often say that crisis leaders must respond, not react. Baer agreed. “Attendees will be looking to you (or your dedicated person) for answers, so leaders have to remain cool, calm and collected. It’s ok to not know what to do, but it’s important to stay calm and figure out a solution to what- ever is happening.” She said venues often provide “shockingly little” in terms of safety and security information, so she has a checklist she sends to venues. Any item they do not have or provide, she tries to arrange an alternative. For instance, if a venue doesn’t have onsite medical staff, she determines if she needs to hire them to be onsite or if having a plan to access the nearest prompt care or hospital is sufficient. Either way, she has phone numbers and other information to access if needed. In terms of communicating with attendees, Baer, like oth- ers, said the app is a good tool. “We offer the option of an app that can include crisis information. If attendees choose not to use an app, we communicate this information (several times) prior to the event in email communications and we always have it available at the event for anyone who requests it,” said Baer. That said, an app isn’t infallible. “I’ve learned over the years that people do not read, so you can give information to them tied in a bow, but they won’t see it until they need it and they’ll call you anyway,” Baer said. “Do not rely entirely on an app or any other communication, always be ready yourself with safety and security info.” When a meeting is set in an international destination, that can add to the complexity of preparedness. Baer had events in four countries this year, and like she said, there are other things to consider when working internationally. “For example, depending on the area, we put additional safety precautions in place in regard to things like Courtesy of Shannon Jones Always keep the weather in mind when planning an outdoor event, especially during seasons when inclement weather is common. 28 January 2024 | Corporate & Incentive Travel | TheMeetingMagazines.comtransportation. We arrange airport transportation to and from our venue in some locations. We’ll have events in all- inclusive resorts in some countries, as they tend to be safer. Communicating with the venue personnel or people in a region is crucial to understanding the location and what precautions to take.” The fact is, Baer said, “Stuff is going to happen. It’s how you manage it that will be remembered.” Tyra Warner, associate professor and chair, Department of Hospitality, Tourism, & Culinary Arts at College of Coastal Georgia, pointed out that a good crisis management plan is enterprise wide. That is, it doesn’t just address meetings but the whole company or organization. If a true crisis occurs and affects the meeting, the whole organization will be scrutinized. A crisis management plan should include a listing of who’s on the crisis management team. “This is ideally a cross-functional team with representatives from different parts of the organization,” Warner said. A team could con- sist of a crisis team leader, site managers at specific facili- ties, communications folks and specialists. For example, if a crisis occurs, planners may want to have lawyers, insurance agents and possibly accountants on standby to answer ques- tions and provide directions on how to proceed. Warner said the first steps in creating a crisis plan should be a risk assessment and analysis. “It should contain a list of those potential crises, disasters and emergencies that are most likely to occur or that will have the biggest impact if they do occur. Then emergency response plans need to be created for those occurrences. Many will overlap because, for exam- ple, you may have several potential crises for which the appropriate response is to evacuate the facil- ity or, conversely, to shelter in place.” Like others, she said communication is critical. “Communica- tion will vary depend- ing on whether there’s a known threat. Assum- ing there’s no known threat, it’s still wise to include emergency information in the ‘Know Before You Go’ information sent to con- ference participants. This would include information they should know when onsite (where they can get first aid, emer- gency care, what number to dial in an emergency, etc.) as well as the information they should leave with friends or family back home who will be called if an emergency involv- ing the attendee occurs.” Although we often give little thought to the emergency contact requested on registration forms, it’s an important role. Friends and family need to know the hotel, address and phone number where the attendee is staying. They also need the number for the event organizer in case they think some- thing is wrong, for example if the attendee doesn’t answer repeated phone calls and a wellness check seems necessary. Friends and family should also be able to quickly answer health and medication questions if called. Warner said communicating with the venue is largely about coordinating plans. “The venue likely has its own emergency response plan, and the group doesn’t want to be working at cross purpose. The two need to coordinate. Venues need to be informed of known threats. The event organizer needs to ask questions about alarms — can they be heard in meeting rooms and guest rooms — and the location of evacuation points. The organizer needs to ask questions about procedures, too. For example, should attendees stay in place when an alarm is heard and wait for an announcement to say whether to shelter in place or evacuate? Destinations may need to be informed if there’s a known threat that may draw public scrutiny or the news, such as if there’s picketing.” Leadership needs to be aware of any known threats, how- ever small or unlikely. “This includes any known disgruntled former employees or domestic issues of attendees or employ- ees that could escalate,” Warner said. “Leadership should be briefed on the emergency response plans as they’ll likely be part of the crisis response team. A crisis website and voice- mail can be 90% created ahead of time, ready for a ‘fill in the blanks’ for the specific crisis. This will help speed the response if something does happen.” Warner agrees that responding, not reacting, is impera- tive. “If an organization has taken the time to prepare, to do a risk assessment and analysis, to go through the crisis planning phase, they have the knowledge to respond. If they say, “We’ll figure it out if it happens,” they can do nothing but react. Careful thought must go into each step of dealing with a crisis as a wrong step can have lasting ill effects. It’s important that leaders are responding in a prepared, educated manner and not just reacting to the next thing that hits them.” The more we normalize crisis preparedness, Warner con- cluded, “the less uncomfortable our attendees will feel about it. Start every session with an announcement of where the emergency exits are. Put colorful strips of paper with emer- gency information in the middle of tables. When attendees lose focus during the meeting (as they do), they’ll pick them up and read them. Emergencies can happen anywhere, to anyone. We must be prepared.” C&IT TheMeetingMagazines.com | Corporate & Incentive Travel | January 2024 29 Every venue is different and vendor partners may have their own plans as to the chain of command and protocols. SHANNON JONES, CMP Senior Meetings and Events Manager, Destination South Meetings + EventsNext >