Process Simplification
Office of the Vice President for Management and Budget
Conference Organization and Planning
Final Report
October 29, 2010
Conference Organization and Planning Final Report
Table of Contents
I. BACKGROUND ....................................................................................................................................... 3
II. TEAM MEMBERS .................................................................................................................................. 3
III. GOALS/OBJECTIVES........................................................................................................................... 3
IV. INTRODUCTION .................................................................................................................................. 3
V. APPROACH TO WORK ......................................................................................................................... 4
VI. RECOMMENDATIONS ........................................................................................................................ 8
VII. CONCLUSION ................................................................................................................................... 11
APPENDIX A: SCOPE DOCUMENT ....................................................................................................... 12
APPENDIX B: EXTERNAL BENCHMARKING SUMMARY ............................................................... 14
APPENDIX C: EXISTING CONFERENCE SERVICES AT U.Va. ......................................................... 19
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I. Background
Multiple entities across Grounds provide conference and/or event planning services for Universitysponsored and non-University sponsored events. Some members of the University community have
suggested that the current event planning services available on grounds do not adequately support their
conference planning needs. The Conference Organization and Planning (COP) team was established to
examine the current conference planning services available to the University community and to make
recommendations for enhancing those services which may result in increased institutional capacity for
hosting large conferences, particularly during the academic year.
The team was created in March 2009, with members selected from units affected by the project and for
their subject matter expertise. The preliminary scope of work document appears in Appendix A.
II. Team Members
Nargis Cross, Team Lead, Office of the President
Mary Kay Ohaneson, Housing Division Conference Services
Brian Cullaty, Office of the Executive Vice President and Provost
Laura Pence, UVA Foundation
Matthew Harris, Boar’s Head
Kim Dixon, School of Continuing and Professional Studies
Jim Baker, School of Continuing and Professional Studies
Zach Wheat, Strategic Communications
Rachel Dudzik, Darden School of Business
Danny Steeper, Newcomb Hall
Elizabeth Carey, Newcomb Hall
III. Goals/Objectives
The team’s final recommendations are intended to:
streamline conference planning services for University employees, including conference hosts,
planners, and participants;
coordinate services among the various conference planning providers for increased efficiency and
optimal use of resources;
leverage technology for enhanced conference organization and planning;
promote the available conference planning resources to the University community.
IV. Introduction
As the team investigated conference planning resources available on grounds, it recognized the need for a
centralized, primary conference services coordinator on grounds. Through benchmarking we learned that
many universities have single entities that plan conferences or coordinate conference services year-round.
These offices may not do all of the work themselves, but they serve as repositories of information and
help customers through the conference planning process on their campuses. In focus groups, we
uncovered many deficiencies in our current system and feelings of frustration regarding conference
planning, especially during the academic year. The dissatisfaction stems from the decentralized nature of
the many areas that need to come together to coordinate a successful conference. There is also a need for
one entity to manage conference space and to know what areas are and are not available as far in advance
as possible. If we can create a process by which University and non-University conference groups may
use the University’s resources more efficiently, the University may generate additional revenue from
conference related activities. In this report we will present several recommendations, some fairly easy to
implement:
a uniform on-line registration system
a conference planning website
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a University-wide conference planners group
and some requiring more substantial change:
create a new conference services office under the University of Virginia Foundation
reorganize and expand the Newcomb Hall event planning team, or
relocate and expand the Housing Division’s Conference Services office
V. Approach to Work
The workgroup conducted the following research: 1) external benchmarking of peer select four-year
institutions; 2) review of internal conference planning services and resources, 3) focus groups with a
diverse group of conference planners and organizers to understand needs and challenges, 4) exploration of
technological resources to improve conference services.
External Benchmarking
The schools selected for study were all members of the Association of Collegiate Conference Event
Directors-International (ACCED-I). In addition, many of the schools chosen were recently recognized
(through association awards) as being best-in-class and certified with the ―one-stop-shop‖ designation.
Finally, a few schools were added that had hotels. Institutions contacted included Ball State University,
Cornell University, Frostburg State University, University of Kentucky, University of Maryland,
University of Richmond, University of South Carolina, and Western Kentucky University. The team
formulated a set of questions to explore the organization, scope, and scale of these institutions’
conference planning services. Each institution was contacted by a team member and asked a standard set
of questions about its conference planning capabilities. A list of the benchmarking questions and
responses by institution can be found in Appendix B.
Benchmarking results indicate that, among best-in-class institutions, year-round conference planning
services are provided by centralized offices which meet or exceed ACCED-I requirements, with a few
academic departments handling their own arrangements. The offices we contacted reported to one of three
organizational units (business affairs, student affairs, or extended learning/continuing education) and
embraced one of two funding types (self-supported auxiliary or unit funded by institution’s general
budget). While the staff size and structure varied for each office, the majority of offices relied heavily on
part-time, student employees.
Internal Benchmarking of Current Conference Locations and Planning Services
The team identified six locations on-grounds which provided conference and event planning assistance
and reviewed each of those providers. See Appendix C for a summary of available services offered at each
location. There is no central conference planning office at the University that can arrange both academic
year and summer conferences and there is no mechanism in place to coordinate these six locations for
maximum use and efficiency.
Conference Services Office, Housing Division
Conference Services, a part of the Housing Division, is overseen by the Director of Conference Services
who reports directly to the Chief Housing Officer. As an auxiliary of the Housing Division, its revenues
are expected to cover its operational costs, and its profits are transferred to Housing. Conference Services
employs six full-time, year round staff members and 20 to 30 fulltime and part-time student workers
during the summer. Nevertheless, it appears to be understaffed to manage the number of conferences
occurring on Grounds.
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A nationally accredited One-Stop Shop, Conference Services provides its clients with one contact, one
contract, and one bill. It helps its customers, primarily Fortune 500 companies, sports groups, and
academic departments, plan more than 150 camps and conferences per year. Examples include: Reunions,
guests attending Finals, Summer Session students, sports camps, Summer Enrichment Camps for gifted
and talented students through the Curry School, Rare Books groups, Historical Landscapers and
Architects, Upward Bound, Casteen Scholars, Ernst and Young, Virginia Bankers Association, Virginia
teacher groups, and others. Services provided include, but are not limited to, reserving classrooms and
auditoriums, coordinating food and beverage services, arranging parking and transportation, scheduling
charter buses, reserving audio-visual equipment, acquiring police services, managing registration, and
producing name badges. Conference Services staff members are available evenings and weekends, in
addition to weekday hours, year round. Summer events are unique from the academic year conferences
because of the access to residence halls, classrooms, and venues that are not available during the
academic year.
Newcomb Hall, Office of the Dean of Students
Newcomb Hall possesses good meeting and dining facilities for conferences. However, because
Newcomb Hall is the University Student Center, student groups have the first opportunity to reserve this
space. After that, whatever space is available can be reserved by others at the University through the online SOURCE reservation system. Aramark is the exclusive caterer in the Ballroom and the
Commonwealth Room at Newcomb Hall. Other caterers may be used in the other spaces. This office has
extensive planning expertise and a well-organized, detailed timeline and procedures for event planning.
The Student Affairs Development Officer supervises the Event Planning Manager at Newcomb Hall.
There are two full-time, two part-time, and 22 part-time student employees. The office is funded through
student fees and revenues, about $200,000 and $95,000 respectively. It plans approximately 45
conferences each year.
Zehmer Hall Conference Center, School of Continuing and Professional Studies
The Zehmer Hall Conference Center, within the School of Continuing and Professional Studies (SCPS),
provides conference planning services for educational groups meeting in Zehmer Hall, and it possesses
amenities such as on-site parking. Although it does not manage registration, it does coordinate catering.
Its largest room accommodates 150 people.
The SCPS employs three full-time staff members which allocate 50% of their time to the conference
center. Effectively there are 1.5 full-time staff members devoted to the center. Albeit, the center’s staffing
is currently being examined and is subject to change. The center’s operating budget is comprised of funds
provided by the SCPS and revenue generated from the conference center, the center does earn a profit.
SCPS classes, workshops, meetings, and events makeup approximately 70% of the bookings in the
Zehmer Hall Conference Center. Last year, the center hosted 406 events on weekdays and weekends, and
it booked nearly 1,500 rooms. Its routine hours of operation are 7:00 a.m. to 9:30 p.m. Monday through
Thursday, 8:00 a.m. to 5:00 p.m. on Fridays, and on weekends as needed. It has a well-organized website.
Sponsors Executive Residence Center and Abbott Center, Darden School of Business
A part of the non-profit Darden School Foundation, the Sponsors Executive Residence Center and the
Abbott Center provide excellent dining, lodging, and meeting facilities for Darden, university, and nonuniversity guests. These facilities are managed by the General Manager of Hospitality who supervises a
team of two full-time employees and one part-time employee, including a special events manager, special
events assistant, and an administrative assistant. Darden’s event planning staff offers conference planning
services for Darden, university, and non-university conferences, meetings, seminars, and special events
that occur in one or more of the Darden properties. Staff members provide one-stop service to conference
planners.
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The Sponsors Executive Residence Center and the Abbott Center are funded by the Darden School
Foundation; all profits earned from conferences, etc. are returned to the Darden School Foundation at the
end of the fiscal year. The centers gross approximately $1.3 million per year; this includes proceeds from
all food and beverage operations, including all the meals for Darden’s executive education programs and
the meals consumed by the Darden community in the Abbott Center Dining Room and Student Café. The
centers host 20 to 25 conferences per year.
Alumni Hall, Alumni Association
The recently-renovated Alumni Hall is available to alumni, students, faculty, staff, and the public, so there
is a great deal of competition for its meeting and dining facilities. The reservation coordinator reports to
the Vice President for Finance and Chief Financial Officer of the Alumni Association, a university-related
foundation which is governed by the Alumni Board of Managers. Three employees, on contract from
Aramark, assist clients with event planning. Furthermore, the hall maintains a helpful website which
includes room dimensions, space capacities, a virtual tour of the facility, a list of approved caterers, and a
downloadable brochure with rental policies and procedures. Alumni Hall is a self-supporting operation.
Boar’s Head Inn, University of Virginia Foundation
The Boar’s Head Inn, particularly the new meeting pavilion, offers quality meeting and dining facilities
within a short drive of grounds. The Inn’s General Manager reports to the University of Virginia
Foundation, a private entity that oversees real estate activities and provides administrative and financial
services to university-related foundations and entities. It employs seven sales and marketing staff, three
catering sales staff, one event manager, one public relations employee, and four reservationists. The Inn’s
event planners can assist customers with all aspects of the conference and meeting planning. It hosts
about 265 overnight events (lodging, meals, and meeting space) per year and more than 230 one day
activities (meals and meeting space) annually, resulting in $20 million in annual revenue.
Focus Groups
The Conference Organization and Planning (COP) team convened two focus groups comprised of
University faculty and staff. To ensure a balanced, cross-section of faculty and staff, names of potential
participants were solicited from university offices and departments. From the pool of eligible
participants, the COP team selected individuals who possessed conference planning experience at the
University. Prior to the focus groups, participants completed an on-line survey. The survey revealed that
47% of participants were affiliated with an academic department and 53% were associated with an
administrative area. All participants indicated that they had some experience coordinating or overseeing
conference planning on or near Grounds. Fifty-eight percent of the group signified that they were the
primary conference coordinator in their department; 58% indicating that their department held
conferences during the academic year and summer sessions; and 42% reported that their department only
hosted conferences during the academic year.
For the purpose of the focus group discussions, ―conference‖ was defined as a series of meetings with
participants that either cross departmental lines (e.g., an administrator organizes a meeting for
development faculty and staff across Grounds to discuss fundraising in the current economic climate) or
involve a combination of internal and external participants (e.g., a faculty member organizes a conference
for research scientists in her field from other universities). The meetings could take place in one day or
over multiple days.
The following themes emerged in both sessions:
Locating and securing event space is a challenge. Some spaces cannot be reserved earlier than six
months in advance, and there is no website or resource that lists all available spaces with rental
fees, room capacities, etc.
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It is difficult to schedule a large academic conference when the University calendar is not set
farther in advance.
It is usually necessary to solicit the assistance of several different offices (e.g., Parking &
Transportation, Catering, space providers) to plan a conference or event.
How are conference space and resources allocated if several departments or offices want to hold a
large event at the same time?
Two scheduling issues surfaced in both focus groups.
The complexity of scheduling space. Because some areas are contingent on the academic calendar
and others on student priority, space cannot be reserved far enough in advance to adequately plan
a large conference. Many participants indicated that the SOURCE reservation system is not userfriendly, particularly when attempting to confirm a reservation or view all available spaces.
Despite these complaints, participants suggested that the online reservation system has potential,
but could benefit from better follow-up from the ―space owner‖ (an entity who manages a
physical space that may be used for meetings or conferences)‖ who processes the reservation
requests.
It is difficult to plan large conferences in the fall because such events cannot be scheduled until
after the football schedule is released, typically in February. National conferences generally
require months of planning and are announced a year or more in advance. There may not be a
solution to this problem, but it does interfere with the University’s ability to attract high-profile
conferences.
Review of Opportunities to Leverage Technology
Registration
Event planners may benefit from using computer technology to manage conference registration. The
University lacks a centralized system for coordinating conference registration. Typically these systems
allow event planners to register attendees on-line; process payments, including credit card transactions;
direct collected funds to a designated University account; print name tags; etc. In lieu of these automated
systems, some conference organizers have created one-off systems to meet their needs, yet setting up
these systems can be complicated and time-consuming. Because of the complexity of creating these oneoff systems, some conference managers forego on-line registration altogether, and only offer telephone or
paper transactions, which can be labor-intensive, inefficient, and inconvenient.
Development and Public Affairs (Interactive Media) developed a system to aid the Alumni Association
and Department of Public Affairs’ Office of Engagement in managing alumni-related events. A similar
system, available to all conferences planners at the University, may be a valuable tool for all University
event managers. Fundamental capabilities of such a system should include:
a content management system in which online forms may be created,
an underlying database capability that organizes fields of specific information (name, address,
etc.),
a reporting function that enables conference organizers to track and edit registrations,
a connection to a credit card gateway and processor that processes the transactions and deposits
the funds into a specific U.Va. bank account, and
an automated confirmation of the registration, with details, that can serve as a receipt for the
transaction.
Website
An obvious use of technology would be to create a user-friendly website that could be used by anyone
planning a conference at U.Va. The website should also include a link to SOURCE for booking space,
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checklists, budget templates, FAQs, and lists of U.Va. and local vendors so the client could determine
what to ask and what possibilities exist before beginning work with the Conference Services provider.
VI. Recommendations
Based upon information gathered, the team developed two sets of recommendations that address
infrastructure needs and organizational structure to improve event planning on grounds. The infrastructure
recommendations (registration system, website, conference planning community) could be implemented
with little expense and would be a first step toward improving conference planning at the University. The
recommendations for improving the organizational structure require more expense and planning, but they
would increase efficiency and save staff time and money in the long run. For the greatest enhancements,
both sets of recommendations should be implemented but partial adoption should also yield
improvements to a lesser extent.
Infrastructure
Invest in an on-line conference registration system.
The system may be created in-house or purchased from an outside vendor. Blackbaud, formerly Kintera,
designed the previously mentioned system for the Department of Public Affairs (Interactive Media).
Although no additional design costs would be incurred by the University if the Blackbaud system is
adopted across Grounds, conference organizers would be charged a 2% service fee on all fees collected
(e.g., participant registration fees). Design and maintenance costs vary among service providers.
Some key issues to consider:
While such systems are relatively user-friendly and easy to use, a centralized conference services
office should create or procure the system, manage it, and provide system training and support.
How will money be directed into specific University accounts? In the Department of Public
Affairs, each form-holder (any client who needs to have an online form) has a fiduciary
relationship with Gift Accounting in Development and Public Affairs or the U.Va. Fund at
Alumni Hall. These offices receive credit card payments and deposit the funds into the
appropriate accounts. Registration fees and deposits could be coordinated by a central conference
services office.
Who should manage the on-line system? Should each person who books and coordinates space
have access to the system?
Create a website of all conference resources available to the community
The University has a number of spaces capable of hosting conferences and offices that provide conference
planning assistance, but this information is not disseminated to conference organizers. Instead conference
planners must identify potential sites and then contact each venue for availability, etc. It is recommended
that a detailed description of available facilities and services be collected, updated, and distributed online.
Additionally, this website should include budget templates, conference planning checklists, FAQs, a list
of recommended vendors (e.g., florists, caterers, rental companies, hotels), links to appropriate University
departments (e.g., Parking & Transportation, Housing, Procurement), and a calendar of major conferences
and events, including dates to avoid. Ideally, the newly created conference services office would promote
itself, its services, and its resources to the University community. The Office of Web Communications
could produce a web site at no charge and, providing it had the content in hand, it would not be a timeconsuming or difficult project.
Establish an open community of conference and event planners
Our findings suggest that there is a robust community of event planners at U.Va. Nevertheless, several of
the focus group participants were unaware of the resources available to them. Although many academic
and administrative divisions plan their own conferences, some of these units employ individuals with
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event planning experience whereas others units rely upon less seasoned individuals for such tasks. The
University should identify these event planners and invite them to join a coalition of likeminded
professionals to discuss best practices and upcoming events, support each other’s efforts, and to orient
new employees involved in conference planning. The Engagement Community, a pan-University
network, coordinated by the Office of Engagement may serve as a model for such a coalition. Led by the
Managing Director of Engagement, the Engagement Community meetings typically attract about 60
alumni, student, and parent affairs staff; fundraisers; and communicators committed to increasing alumni
and parent participation. Attendees enjoy guest speakers, discuss best practices, network with other
professionals, and participate in training sessions. A similar group of event planners could be coordinated
by the proposed director for conference services.
This effort would further:
introduce new employees to their fellow colleagues and familiarize them with the policies and
procedures related to conference planning;
stimulate discussions about best practices and innovations in event planning;
encourage collaboration between schools, departments, and offices; and
lead to changes in the current system that may benefit everyone involved in conference planning.
All of these recommendations (online registration system, website, and conference planning meetings)
may be implemented immediately and should require little or no financial support. However, these
changes alone will not address all of the concerns expressed by our focus groups.
Organizational Structure
In addition to the recommendations outlined above, the team proposes an organizational structure change
for the event planning and conference services function. Although three options are described below,
option one is preferred.
1) Create a New Conference Services Office in University of Virginia Foundation
The University of Virginia Foundation owns and manages several properties near Grounds that could be,
or currently are, good conference venues. The recently renovated and affordable Cavalier Inn on Emmet
Street has meeting rooms and guest accommodations. The luxurious Boar’s Head Inn provides more
amenities than Cavalier Inn and has an excellent reputation in the community and beyond. Morven,
although not as close to the University, is a unique site for a retreat or a smaller conference. The property
features guest rooms and meeting rooms, a catering kitchen, and event spaces with breathtaking views.
The Econo Lodge on Emmet Street is an affordable option for those in need of lodging while attending
meetings and events on Grounds. All of these properties could be used for conferences in conjunction
with on-Grounds venues.
A new conference services office might be housed in the Cavalier Inn and the name could become the
Cavalier Inn and Conference Center at the University of Virginia (current name is Cavalier Inn at the
University of Virginia). This office could be managed by the University of Virginia Foundation as a
revenue-generating enterprise. While the U.Va. Foundation’s properties would be part of the office’s
inventory, it would also maintain a website with information about all of the University’s event and
meeting sites. It would have several event planners on staff to help customers through each step of the
conference planning process. The Boar’s Head Inn currently has a system in place to provide electronic
proposals to customers. This system could be adapted for use by the Conference Center. This might
provide an opportunity for other appropriate venues to compete for conferences and to rule out venues
that would not be feasible for particular conferences. For a fee, the Conference Center staff would manage
all of the interfaces with the other University units (e.g., Parking & Transportation, Catering), as needed.
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It would also manage registering and collecting fees from participants. In addition to event planners, it
would need a staff member to manage the technology aspects of the office.
It could offer a tiered system of fees, depending on the services provided and the level of amenities. For
example, a conference at the Boar’s Head Inn would be a high-end and, consequently, a more expensive
undertaking than a conference at the Cavalier Inn. Also, if the customer chose to only use some of the
office’s services, the cost would be lower. For example, the customer would like the Conference Services
staff to take care of planning their food service needs, but will take care of arranging parking and
transportation and booking space for themselves. Of course, customers would be encouraged to use the
Conference Services staff for the entire planning process, but the reality is that many departments may not
have the funds available for this. One point to emphasize when advertising this new office would be the
advantage of having someone professionally plan their conference while saving their staff’s time that
would be spent on the planning. For example, if a professor wanted to plan a conference, he or she might
now ask a departmental staff person or a graduate student to help with the planning. That would then take
away from time that staff member would spend on departmental work or time that a graduate student
would spend on research.
This Conference Services office would partner with the already established planning teams on Grounds.
The Conference Services office in the Housing Division would continue to plan summer conferences
using on-Grounds housing, but their name could be changed to the Office of Summer Conferences and
Camps to reflect the true nature of the majority of their current business. The Newcomb Hall team would
continue to oversee conferences based in Newcomb, but the U.Va. Foundation group could serve as a
liaison to send more conferences their direction when appropriate. Referrals are essential to the Housing
Division. Its Conference Services generates approximately $3 million in annual revenue and $200 to $300
thousand in annual profits which subsidizes the Housing Division’s operating expenses. Given the
Housing Division’s auxiliary status, housing conference guests, particularly during the summer months, is
a priority for Conference Services and a necessity for the Housing Division. If conference services are
consolidated into a university-wide office, it is imperative that event planners promote university-owned
properties rather than non-university properties, and that they promote on-grounds properties, including
residence halls equally. The same would be true with the other sites—Darden, Alumni Hall, Zehmer. This
would be an opportunity to generate more activity for all areas, not just the Foundation properties, and
would be set up in a way that would benefit the University as a whole and not just one particular area.
As with option three, this office should be designated as a ―registered administrative scheduler‖ for the
SOURCE space reservation system to allow them to book on-Grounds venues for their customers and to
update the information on the SOURCE site as needed.
2) Expand the Newcomb Hall Event Planning Office
Increase the planning capacity of the Newcomb Hall Event Planning Office and rename it the Event
Planning and Conference Services Office. The expanded office would coordinate conferences for
University administrative and academic units, serve as a conduit of information to other conference
services on Grounds, maintain the conference services website, and coordinate the conference planners
network discusses in the previous section.
Student affairs professionals at the University of Maryland, the University of Michigan, Virginia
Commonwealth University, the University of Connecticut, and others provide similar services.
Furthermore, the Newcomb Hall Event Planning Office, overseen by the director of operations and
student affairs development officer, plans approximately 45 conferences per year. It also manages space
in Newcomb Hall, and it is a registered user of the SOURCE, the University’s online reservation system.
With the upcoming expansion of Newcomb Hall, the Office’s staff and its physical space could be
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expanded to accommodate the planning needs of offices and departments across Grounds. Newcomb Hall
is centrally located and ample parking is available in the Central Grounds Parking Garage.
In this scenario, the current Conference Services Office would be renamed the Office of Summer
Conferences, but it would continue to operate as is. The new Event Planning and Conference Services
Office would plan conferences occurring in the fall, winter, and spring sessions, and those events
occurring in the summer session that do not require on-Grounds housing. This proposal would streamline
the process for anyone holding an event at U.Va., yet it would not combine all conference planning
services into one office because there would still be a separate office handling summer conferences that
use on-Grounds housing.
3) Relocate and Invest in the Current Conference Services Office
Conference Services, a part of the Housing Division, provides summer conference services, year-round
event planning, summer student housing, and graduation housing. It is led by an experienced director and
is certified as a ―One-Stop Shop‖ by the Association of Collegiate Conference and Events DirectorsInternational (ACCED-I). As such, it provides one contact through which a planner may secure all
university services, one contract that covers all services the planner will receive from the university, and
one bill (itemized) for all services provided by the university. ACCED-I reviews the office’s operating
practices and ensures that it adheres to industry standards. Despite its expertise, Conference Service lacks
the staff to manage all of the year round conferences that occur on Grounds, particularly during the fall,
winter, and spring terms. The majority of its efforts are targeted at helping summer conference and sports
camps in need of on-Grounds housing. If it were staffed appropriately, Conference Services could be used
year-round and would be a tremendous asset, particularly to departments and offices that lack event
planning experience.
If Conference Services is expanded to serve more clients, several issues must be addressed. It would be
desirable to have it report directly to the Associate Vice President for Business Operations, rather than
Housing; advertise its services to academic and administrative units on Grounds; and move to a more
accessible location. In its current location, the lower level of Kent House in the McCormick Road
Residence Area, it lacks parking and space to meet with clients. By addressing these concerns,
Conference Services may create a more suitable environment for serving University faculty and staff. The
recently-renovated Cavalier Inn may be an ideal location for Conference Services as it is within walking
distance of Grounds, has ample parking, and contains meeting and special event space. Conference
Services should also be designated as a ―registered administrative scheduler‖ for the SOURCE space
reservation system. This would allow them to book venues in the Cavalier Inn and on Grounds. To reflect
these expanded services, the Cavalier Inn could be renamed ―The Cavalier Inn and Conference Center.‖
There are drawbacks to this scenario. Conference Services believes that it should stay in its current
location to manage summer conferences as the residence halls and the dining facility are within walking
distance of its current office. Conference Services interacts daily with the Housing Division regarding
room assignments, housekeeping, and maintenance. All of these offices are located nearby. The
Conference Services staff is on call 24 hours per day from May to August. Staff members receive no
annual leave from May through August, so additional staff would need to be added to plan conferences
year round. Conference Services generates approximately $3 million in annual revenue and $200 to $300
thousand in annual profits which subsidizes the Housing Division’s operating expenses. Given the
Housing Division’s auxiliary status, housing conference guests, particularly during the summer months, is
a priority for Conference Services and a necessity for the Housing Division. The Housing Division also
provides accounting and technological support to Conference Services. Because of these issues, moving
Conference Services may be more complicated than it appears.
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VII. Conclusion
Each of the above recommendations has been discussed with the primary stakeholders in order to acquire
a more thorough understanding of what is possible, feasible, and in the best interest of the institution.
While the University of Virginia Foundation and Newcomb Hall Event Planning Office are supportive of
a coordinated University approach to conference and event planning, neither are actively seeking to
assume such responsibility but would consider doing so if needed. Although the Newcomb Hall Event
Planning Office is willing to assist faculty and staff with conference and event planning, it does not
consider such services to be an essential part of its student-centered mission. The UVAF’s customer
service and hospitality perspective, however, appears to be more aligned with the needs identified.
Business Operations, the oversight division for the current Conference Services operation, is amendable
to revising the unit’s scope and mission to better meet the needs of the University community and
believes the office has the capacity to do so. After several discussions, this strategy appears to be the best
choice to optimize resources for an enhanced level of service. There is considerable expertise in this
office as evidenced by its one-stop-shop certification, and there are numerous shared resources with the
Housing Division, yielding efficiencies of operations that may be lost in an alternative structure. At this
time, it has been agreed that Conference Services will adopt a broader mission in order to serve paninstitutional needs. Process Simplification and the project leader will be available to assist Conference
Services as it develops an implementation plan and considers the infrastructure recommendations
proposed in this report.
We have such a unique place here at U.Va. that we should be using the Grounds and all it has to offer to
recruit new faculty and students, showcase the University as a world-class institution, encourage alumni
to return and reconnect, and strengthen ties with the local community. Even if we cannot house all visitors
on Grounds or cannot hold all of a conference’s meetings on central Grounds, there is always the
opportunity for a tour, a meal, or a lecture on or near the Academical Village. An enhanced coordinated
emphasis on conference and event planning should produce many benefits.
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APPENDIX A
SCOPE DOCUMENT
Conference Organization and Planning
March 2009
Overview of Issue:
Multiple entities across Grounds provide conference and/or event planning services; examples include
Zehmer, Darden and Newcomb Hall. Concern among some University faculty suggests infrastructure is
not robust enough to support conference planning efforts during the academic year. Creating shared and
centralized services will produce a more efficient and effective process. Hosting well-coordinated visible
conferences will enhance the academic reputation of the University.
Currently there are multiple contact points a faculty member or administrator must access within each
entity: online registration, onsite registration, electronic fund submittals, account set-up, information
technology coordination, facility reservations, catering, transportation, and lodging. These multiple access
points create a challenge for the conference organizer in regards to managing logistics and ensuring a
successful conference.
Research revealed the services of the Conference Services Office in the Housing Division include
coordinating housing, space for meetings, catering, parking, and police during the summer months only.
During the academic year, their services are more limited. Conference Services currently does not offer
online registration. The Director of Conference Services said it does not have a year round conference
facility, creating a further challenge to hold conferences during certain times of the year. The primary
issue for the department is the lack of ability to schedule space two years out. This is reflected by the need
for the student orientation schedule two years in advance.
Interviewing existing conference service areas and researching ―to be‖ processes around Grounds will
identify opportunities for improvements and resource sharing. The goal of the team is to streamline
conference planning services for the University community, and to enhance our capacity to host large
conferences on Grounds, especially during the academic year.
Scope of Work and Objectives:
Establish a Process Simplification team to:
streamline conference planning services for University employees;
review conference service offerings by various constituents across grounds;
benchmark peer institutions on efficient conference planning services during the academic year;
research tools to utilize in the distribution of conference planning process (e.g., process maps,
checklist, template, brochure, or website information);
investigate ways to coordinate shared services through entities around the University that offer
conference planning services;
determine faculty and staff needs for conference organization and planning;
explore opportunities to utilize technology to benefit the conference organization and planning
process; and
develop methods to educate the University community on conference planning.
Recommendations are expected to:
share services to more effectively host conferences during the academic year;
streamline communications among the event planners at UVA;
streamline accessibility to conference planning services; and
Process Simplification-Conference Organization and Planning
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increase ability to host large conferences on Grounds.
Timeline:
It is anticipated the team will be created in March 2009. Preliminary recommendations will be provided to
the Process Simplification Advisory Committee in the summer of 2009.
Team Members:
Nargis Cross, Team Lead, Office of the President
Mary Kay Ohaneson, Housing Division Conference Services
Brian Cullaty, Office of the Executive Vice President and Provost
Laura Pence, UVA Foundation
Matthew Harris, Boar’s Head
Kim Dixon, School of Continuing and Professional Studies
Jim Baker, School of Continuing and Professional Studies
Zach Wheat, Strategic Communications
Rachel Dudzik, Darden School of Business
Danny Steeper, Newcomb Hall
Elizabeth Carey, Newcomb Hall
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APPENDIX B
CONFERENCE ORGANIZATION AND PLANNING
BENCHMARKING SUMMARY
Surveyed 7 universities as of 7/6/09: Ball State (BS); Cornell (CU); Frostburg State (FS); Maryland,
College Park (MCP); Richmond (UR); South Carolina (SC); Western Kentucky (WK)
GENERAL QUESTIONS
1. What department(s) coordinate(s) year-round conference planning? Or is it arranged by individual
academic areas/department with no central planning office? To whom does the department report?
Office of Conferences and Special Events; some academic departments manage their own
conferences; Office reports to the Director of Business Affairs. (BS)
Conference Services; some departments have their own conference planners and make their
own arrangements; affiliated with Campus Life; not actually a university conference planning
department; Director reports to the Assistant Vice President for Student and Academic
Services/Campus Life, who reports to the Vice President for Student and Academic Services;
business is primarily summer programs and conferences although they will assist with
academic year conferences (CU)
Office of Conferences and Events; some academic departments coordinate their own
conferences. Director reports to Associate VP for Finance, who reports to VP of
Administration and Finance (FS)
Conference and Visitor Services (part of Student Affairs); individual departments may plan
their own, but Conference Services provides support; reports to Assistant Vice President of
Student Affairs (MCP)
University Services Office, which houses the Events Office and Summer Camps and
Conferences; Events Team takes care of academic year; both units report to the Associate
Vice President of Campus Services who reports to the VP of Business and Finance (UR)
Academic departments manage their own conferences; Academic Enrichment and
Conferences of Continuing Education; Office reports to the Vice Provost and Executive Dean
for System Affairs and Extended University, who reports directly to the Provost (SC)
Division of Extended Learning and Outreach plans conferences through the Carroll Knicely
Conference Center and partners with other departments to meet their needs; Reports to the
Dean of Extended Learning and Outreach, who reports directly to the Provost (WK)
2. If there is a conference planning department or office, how many full-time and/or part-time staff
members do they employ?
2 full-time: one administrative director, one conference coordinator; 1 part-time (6 months):
summer assistant to the director; 2 student assistants (BS)
Assistant Director, Residential & Event Services (Conference Services); Conference Planners
(2 FTE, 1 10-month equivalent); Student Staff (20-25 some full-time, some part-time) (CU)
1.2 FTE; Director with student staff also hired in the summer (FS)
14 full-time: Director, 2 Associate Directors (1 Meeting Management, Marketing, &
Personnel and 1 Conference & Event Services), Administrative Assistant, Assistant Director
for Meeting Planning Services, 3 Program Managers, Meeting Services Manager, Visitor
Services Manager, Business Manager, Account Clerk, Hospitality Manager, Operations
Manager; 2 part-time: IT Coordinator (0.5 FTE) and RVSC Coordinator (0.3 FTE) (MCP)
The Events Office has 11 FTE: Associate Director of Events, Events & Technology
Manager/Commencement Coordinator, Events Specialist, Staff Events Specialist,
Registration Specialist, and 6 Set up Crew Members; Summer Camps & Conferences Office
has 1 FTE: Summer Camps & Conference Manager, who hires student workers to assist (UR)
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3.
4.
5.
6.
5 full-time: Director or Conference and Event Services, Director of Professional and
Continuing Education, Pre-University Programs Coordinator (for youth programs),
Professional Development Coordinator, Office Manager; 3 part-time: Business Manager,
Resource Coordinator, CEU Coordinator; 2-3 students year round, 10 students during the
summer months (SC)
6 full-time: general manager, sales manager, operations manager, 2 office associates (1
registration and 1 accounts), set up person; 1 part-time set up person (Carroll Knicely
Conference Center) (WK)
5 full-time staff plus a number of part-time student workers in the summer
How is the department funded/resourced? What is its annual budget and profit?
University provides annual operating budget, so state funding would be considered source for
staff position; however, office budget most likely not considered part of state apportionment,
but as an auxiliary. Gross income is about $1.4 million, with net about $400K. (FS)
Self-funded; annual budget is $385,000; revenue $3.42M; approximate profit was 17% in
2006 (last time it was analyzed) (CU)
Office operations are funded by General Fund. Annual general fund budget is $150K. Annual
profit varies from $5-20K. (BS)
Office is self-supported – all revenues generated must pay for direct expenses and
salaries/overhead. (SC)
Self-supported; gross $5-7M/year, of which about $4-$5.5M is pass-through to other
departments; operating budget is $1.3M; department normally nets about $300K per summer.
(MCP)
Budget depends on client participation (i.e. self supported/revenue dependent); average
annual budget is $700-$750K (WKU)
The Events Office has a University Budget (UR)
How many conferences do you host annually?
100 (BS)
140 (CU)
100 (FS)
60 (academic year); 18 conferences, 28 camps (summer) (UR)
20 (SC)
1,000 (this includes meetings) (WK)
How many ―bed nights‖ do you total every summer?
We do not track bed nights (BS)
Bed nights sold (Summer 2009) 110,664 (CU)
Just under 30,000 (FS)
Over 1,000 bed nights in June/July (SC)
Over 77,000 (MCP)
We do not handle bed nights (WKU)
What is the largest group you are able to accommodate on your campus?
3,000 is the largest they have done (BS)
2,000 is the largest; but prefer no larger than 500-600 (CU)
900 (FS)
8,000 is the largest during the academic year (1-day event using the athletic arena) (UR)
2,000 (SC)
1,200 (WK)
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7. Are academic year conferences conducted differently than summer conferences? How?
Yes, because additional facilities (e.g., residence halls) are available during the summer (BS)
Yes, because campus housing is not available during the academic year. They reserve hotel
space for groups during the academic year. (CU)
Yes, because there are not overnight accommodations during the academic year (FS)
Yes, because of housing options. They do not bill for as many services during the academic
year, mainly just room rental, food, and AV. (UR)
More facilities are offered during the summer months as well as on-campus housing (SC)
At the conference center, all are done the same; Special Events manages summer camps
(WK)
8. How do you market/advertise your services of university constituents?
Send a letter to all academic departments at the beginning of each year (BS)
Talking about this currently; in the past they have not advertised on campus (CU)
Their program is well-knows and they rely on word of mouth (FS)
Web (MCP)
They host annual event-planning workshops and since the clearinghouse as established in
2001, the University Services Office has become a one-stop-shop style (UR)
They hold get-to-know-us lunches; advertise on the University’s list serve; visit with
departments; and word of mouth (SC)
Conference Services is revenue-dependent so they do a lot of marketing and advertising via
television, newspaper, client referrals, pens, post-it notes, information packages, and
partnering with hotels (WK)
9. Does your campus have a year-round conference center that includes housing and dining?
The student center is their conference center (BS)
No (CU)
No (FS)
Yes, the Inn and Conference Center at the University of Maryland; owned by UM, but
operated by Marriott (MCP)
Yes, the Jepson Alumni Center is a conference center and a bed and breakfast; all catering
comes from U. Richmond catering department (UR)
No (SC)
Yes, the Carroll Knicely Conference Center (WK)
SERVICES
10. Are conference services available for faculty, staff, and students?
Yes (BS)
There is no university mandate that all programs must use our service so there are programs
on our campus that are not planned through our office. We do charge an administrative fee
for our service. Many of the facilitators have their administrative staff take on all planning
aspects. (CU)
Yes (FS)
Yes (MCP)
Yes, during the academic year faculty, staff, and students can host conferences on campus
with minimal costs (UR)
Yes, a one-stop-shop for groups wanting to utilize on-campus facilities and services (SC)
Yes (WK)
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11. Are conference services available for groups outside your university? If so, must they have a
university connection?
Yes, and they do not need to have a university connection (BS)
If a group wants to meet at Cornell and are not affiliated in any way, they should at least have
an educational mission. They host conferences for groups outside the university, but have a
large business that is Cornell-related. (CU)
Yes, and they do not need to have a university connection (FS)
Yes (MCP)
If it is an off-campus group with no university connection, they are first sent to the Jepson
Alumni Center because it is a revenue-based conference center. If the JAC is unavailable and
the group is looking for other spaces, they require the group to have insurance listing the
university as an additional insured and they are required to pay room rental. (UR)
Yes, and they must have a faculty member affiliated with the group (SC)
Yes, and they do not need to have a university connection (WK)
12. Do you provide one bill for all services?
Yes (BS)
Yes (CU)
Yes (FS)
Yes (MCP)
For summer conferences, there is one bill. During the academic year there are usually
multiple bills for food and AV; at the Jepson Center they start with billing process with JAC
charges (room rental, AV, etc.) and forward it to the catering department; catering adds their
charges and sends it out to the client (UR)
Yes (SC)
Yes, they are a certified on-stop shop (WK)
13. Do you employ event planners specifically to organize and staff conferences? How many?
The 2 full-time staff members perform this function (BS)
Conference Planners (2 FTE, 1 10-month equivalent), Student Staff (20-25; some full-time,
some part-time) (CU)
Not usually (FS)
In the University Services Office, the Events Team ―divides and conquers‖ (UR)
Yes, 3 (SC)
No, but 2 staff members fill that position. Fees are passed along to the client. Some clients
have outside event planners. (WK)
14. How do you manage registration?
We do not coordinate registration either for the conference, or for the housing
department. (BS)
Participants can register on-line using Certain Software and/or StarRez (currently Housing
only requests). This continues to be developed and in the future we look towards using one
system, StarRez. We also receive a master list from program/conference facilitators (via an
import into our system). (CU)
Registration assistance offered if requested (FS)
In house registration offered using customized database programs (SC)
We offer online and paper registration processing for a fee (MCP)
We do not offer registration, conferences are responsible to meet their own registration needs
(WKU)
Registration Specialist uses Certain Software program for paid events; 25Live, a web-based
version of R25 scheduling software already in use, will be implemented this summer for free
events (UR)
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SPECIFIC SERVICES
SERVICE
Reserving space
Arranging catering
Booking transportation
Reserving parking
Providing on-line registration
Reserving lodging
Coordinating AV needs
Arranging tours
Coordinating with florists and decorators
BS
Yes
Yes
Yes
Yes
No
Yes
Yes
No
No
CU
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
FS
Yes
Yes
No
n/a
Yes
No
Yes
No
No
MCP
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
UR
Yes
Yes
No
n/a
No
No
Yes
No
No
SC
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
WK
Yes
Yes
No
n/a
Yes
Yes
Yes
Yes
Yes
USC noted that they can also process honorariums and coordinate travel for speakers.
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APPENDIX C
EXISTING CONFERENCE SERVICES AT THE UNIVERSITY OF VIRGINIA
Services
Conference Services,
Housing Div.
Registration
Check-in
Yes
Yes
Catering
Yes
Florist
Rentals*
Can do in future
Yes, mainly tents
In-house available, or
refer groups to approved
outside caterers
No
Has a lot of equipment
on site; if needed, will
act as liaison with rental
company
Name tags
Signage
Yes
Yes, limited
No
No
Parking
Housing**
Yes
Yes
On-site staffing during
conference
Audiovisual
Transportation***
Coordinate tours
Yes
Yes
No, refers to Chamber
of Commerce website
Yes
Follow-up customer
satisfaction survey or
phone call
Yes
Charter buses, etc.
Yes, e.g., Rotunda, and
Monticello
Yes
Zehmer Hall
Conference Center,
SCPS
No
No
Yes
No, refer to P&T
No
Yes, beginning in
January
Newcomb Hall
Alumni Hall
Darden
Boar’s Head Inn
No
Provides check-in tables
and coordinates
services, but groups are
responsible for staffing
tables.
Refer groups to U.Va.
Catering or 3rd party.
No
No
No
Provide equipment and
space with client staff to
service.
Yes
Yes
Yes
Yes
Yes
3rd party referral
Provides tabletop down
rentals along with AV
and support equipment
(e.g., tables, chairs,
audio-video equipment,
sign holders and easels)
No
Places to put signage,
but not the signage itself
Refer to P & T
No, refers to Conference
Services or 3rd party
Yes, operational and
AV support
Yes
No
No
No
Tables/chairs
Yes
Yes
Yes
Yes
No
Some
Yes
Yes
Yes
Yes
Yes
No
Yes, but limited
Yes
Yes
Yes
Yes
Yes
Yes
Yes
No
Yes
Yes
Yes
No
Yes
Yes
Yes
Yes, we send an
electronic survey to all
event contacts
Yes
Yes
Yes
*To include tables, chairs, linens, china, flatware, and other table décor.
**Coordinating housing at local hotels if not available in your on-Grounds facility.
***Coordinating transportation to/from airport for VIPs and/or buses for special tours, etc., if needed
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