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October 2007















This document is maintained by the Conference Administration Subcommittee of the AAS Space Flight Mechanics technical committee.
AAS General Chair Conference Planning Manual

General Comments

This manual pertains to the conferences organized by the American Astronautical Society Space Flight Mechanics (SFM) technical committee (TC) and the American Institute of Aeronautics and Astronautics Astrodynamics TC.  An annual conference called the Space Flight Mechanics Meeting is held each January or February; it is sometimes referred to as simply the �winter conference.�  In addition, each summer in August, the Astrodynamics Specialist Conference (aka, the �summer conference�) is held.  Volunteers from each TC are appointed by the TC chairs to be the general chair and the technical chair from their respective TC; hence, there are two general chairs and two technical chairs for each conference.

In the even-numbered years, the planning and execution of the Astrodynamics Specialist Conference is led by the national AIAA group with minimal input required from the AAS General Chair of that conference; this manual does not pertain to these conferences.  The practices described in this document apply to the Space Flight Mechanics Meeting and the odd-numbered year Astrodynamics Specialist Conference led by the SFM TC in conjunction with the Astrodynamics TC.  The AAS General Chair and Technical Chair take the lead for the planning and execution of these conferences, sharing some responsibilities with their AIAA counterparts.  The AAS General Chair is also supported by the SFM Conference Administration Subcommittee (CAS).

In the following text, the General Chair is assumed to be the AAS General Chair and the TC is the SFM TC.  This document assumes that General Chair has cursory knowledge of the usual pattern of the conferences.


Responsibilities of the General Chair

The General Chair assumes responsibility for his conference as of the time of his appointment and relinquishes his duties after the distribution of the final conference report to the TC and all administrative and financial issues relating to his conference are satisfactorily concluded.  The CAS maintains a schedule of conference planning activities (insert link to AAS Led Conference Planning Schedule document) which identifies some milestone events and the responsible party.

In summary, the responsibilities of the General Chair are listed as follows:
Act as the primary point of contact and group representative for the conference hotel
Manage meeting space
Manage room block
Set catering orders
Organize off-site and/or special events (optional)
Set up and maintain the conference budget and track financial details
Income forms: cash, check, credit cards, registration site
Set registration fees
Contribute front matter to conference program and schedule
Misc
Event tickets
Drink tickets
Name badges
Names of new members/renewing members to AAS national
Names of all attendees to Univelt for CD proceedings
Announcements on Spaceflight listserv

These tasks will be discussed in greater detail in the following sections.  The CAS maintains accumulated knowledge and experience in conference planning and should be the first line of support for the General Chair.

Conference Hotel

Interactions with the hotel
Within the conference planning process, the CAS hands off responsibility to the General Chair after the hotel contract has been negotiated and signed.  At this point, the General Chair takes over as the primary point of contact for the hotel, and he should obtain a copy of the contract from the CAS.  The General Chair should begin by establishing contact with the contracted hotel�s convention/groups meetings staff.  The hotel will usually assign a group manager from their staff.  A smooth conference is partly assured by developing good communications between the General Chair and the hotel, both in the planning phase and during the conference itself.
 
Managing meeting space
Meeting space (e.g., session rooms, speakers� breakfast, TC lunch meetings, receptions, banquets, registration, and plenary sessions) is reserved based on the nominal schedule of events, which should be updated with the hotel group manager as the conference details become settled (e.g., dates and times of receptions).  See Appendix A for a nominal schedule of events.  An important detail to settle as soon as possible is whether the conference will extend to Thursday sessions.  This decision is primarily dictated by the number of abstracts received and the number of sessions organized.  If the conference will end on Wednesday, it is best to inform the hotel immediately so that they can adjust our meeting space reservation accordingly.  This courtesy action (alternately, it may be specified within the hotel contract) will help establish a good rapport with the hotel by giving them an opportunity to book that space for another group.

Managing the room block
The group room block is negotiated within the contract based on historical room usage data from past conferences.  This is the guaranteed number of rooms per night offered at the group rate.  Terms vary with individual contracts, but there is usually a penalty if the group does not use X% of the room block.  There may be further language that permits the General Chair to reduce by the room block by a specified maximum number and by specified date(s).  The General Chair should review the hotel contract to become familiar with the terms.  As the conference dates approach and prospective attendees make their reservations, the hotel can provide information on the number of room reservations that have been made under our group; this is called the room pick up.  This information along with the number of submitted abstracts can give a reasonable estimate on the number of registered attendees expected to compare with past conference data.  A smaller than usual number of abstracts along with low number of hotel reservations is an indicator to consider reducing the room block to avoid penalties.  However, keep in mind that low room pick up numbers by themselves may not warrant immediate action; room reservations can be made late (up to the cut-off date) and can usually be canceled very late without penalty so the room pick up information should be used judicially.  (This information is also useful along with advanced registration numbers to set expected attendance numbers for catered events and registration fees.)  

Reminders for the cut-off date
The contract also specifies the cut-off date for room reservations which is the last day the group rate is offered or guaranteed.  This is usually 1 month from the start of the conference, but the contract should be checked.  Our attendees generally appreciate a reminder to make their hotel reservations.  The General Chair should highlight this information on the conference website and send an email to the Spaceflight listserv.

Catering events
The General Chair is responsible for giving the group catering orders to the hotel by a certain date specified in the contract, usually about 30 days before the start of the conference.  According to terms again specified in the contract, the food/beverage quantities may be adjusted as the event approaches, usually by no more than 10% within 2-3 days before the event.  The General Chair should request a current catering menu from the hotel since the menu provided at the time of the contract signing (nominally 20 months before the conference) may be outdated.  An easy way to develop the catering orders, which are the detailed lists of specific food/beverage items along with quantities for each catered event, is to start with a catering order from a previous conference.  The CAS will be able to provide this information from past conferences as well as support in modifying the catering order, upon request from the General Chair. The financial aspects of the catering orders will be discussed under the Budget and Financial Matters section.
 
On site during the conference
The General Chair should plan to arrive at the hotel a day or two in advance of the conference to meet with the group manager and go over final details.  During the conference, the hotel may require the General Chair to sign for planned charges (e.g., catering and A/V) as they are incurred.  The General Chair is the sole authorizing agent for any additional costs (catering, AV, etc.) on site because the conference budget is under his management.  Again financial responsibilities during the conference will be discussed in further detail under the Budget and Financial Matters section.  All issues developed during the conference involving the hotel should be channeled to the General Chair to be discussed with the group manager for resolution, particularly if actions will be taken that incur additional expense.

After the conference
The hotel will issue a final bill for the Group Account sometime in the weeks following the conclusion of the conference.  The General Chair should be carefully reviewed the statement, compare it to his own budget, negotiate with the hotel if necessary to resolve items in dispute, and finally forward the bill to the AAS Executive Director with courtesy copy to the TC Treasurer for full payment from the SFM TC account.

Lessons learned and other comments
(Space for comments from General Chairs related to this section.  Some comments may be used to revise the manual, as necessary.)


Offsite and/or Special Events

The General Chair has the option to arrange special activities (e.g., banquets, tours, short courses, etc.) in conjunction with the conference.  The activities may occur at the conference hotel or at an offsite location.  Functions at the conference hotel are coordinated through the conventions/group meetings staff to arrange for appropriate meeting space and catering, if desired.  Offsite activities involve more complexity and possibly a separate contract with the activity provider.  Thought will have to be given to transportation and catering arrangements and weather contingencies, if appropriate.  If arranging a catered event, the offsite location may have a restricted list of approved caterers, and those menus should be examined to determine feasibility from a cost perspective, keeping in mind that setup and other fees may apply along with transportation fees.  If the number of participants is limited by the activity or location, this needs to be considered as well.  Finally the overall appeal of the activity should be weighed against the additional financial risks and work involved.  In general, the majority of attendees appreciates and participates in scheduled social events unless it is cost-prohibitive.

Lessons learned and other comments
(Space for comments from General Chairs related to this section.  Some comments may be used to revise the manual, as necessary.)


Budget and Financial Matters

One measure of the success of a conference is the financial outcome of the event.  The bottom line is that the TC can only support a limited number of net-loss conferences before our ability to sponsor these conferences become impaired.  Conversely, large net-gain conferences are also undesirable since the AAS is a non-profit organization and more importantly, one of the motives for organizing these conferences with volunteers is to maintain low registration fees.  Therefore, the general guidance for the budget is to aim for a modest profit, quantified as under $5000.  With the large number of uncertainties in the budget, this task can be quite challenging.

Planning (baseline) budget
We recommend starting the initial or planning budget by using a budget from a recent previous conference.  The planning budget forms the baseline for the conference layout and expenditures.  All projected costs must be captured and estimated; cost is highly dependent on location and hotel brand so estimates must be adjusted accordingly. A quick look at the hotel�s catering menu will reveal that catered events are extremely lucrative for the hotel.  Catering expenses are typically 60-70% of the total cost and are dependent on the number of events, the particular items ordered, as well as the quantity, which is based on projected attendance.  Likewise, sources of revenue must be identified and estimated, based on projected attendance.  Since the largest source of revenue is from registration fees, accurately projecting attendance is critical to setting the registration fees, with careful attention to the fee structure since different categories (e.g., members, students, retirees) pay different fees.  Further discussion of the registration fees follows in a separate section.  With a planning budget set up, the General Chair can begin to get a notion of the number and type (e.g., light reception with hors d�oeuvres, full dinner) of catered events and the subsequent registration fees required to cover those costs.  Having this information in the preliminary planning stages will help to restrict increases in registration fees.  Contingencies/buffers for cost growth can be added to the budget in several ways.  Contingencies may be added for each item, such as banquet, reception, A/V equipment, etc., or one contingency may be added to the total expected budget.  Doing both may turn out to be too much as well as driving the registration fees too high.  If estimates are tight and the hotel guarantees its prices, only a small contingency may be needed.  If the prices are not guaranteed in some areas, a contingency in that area is probably needed. The General Chair should decide on the number and types of functions to include in the conference and freeze the planning budget, which becomes the baseline for expenditures.

Catered events
Food and drinks are usually the most expensive items on the budget, and great care is needed here.  As a nonprofit 501(c)(3) organization, the AAS is exempt from paying sales taxes in some states.  The General Chair should check with the AAS Executive Director for guidance, and if appropriate, an exemption form can be processed through the hotel.  It is imperative for the General Chair to understand the fees and service charges that will be applied per catered event since these are sizable (17-20% of the total catering bill).
The attendance at the various functions is also difficult to determine.  A reception held on Sunday evening will have a lower attendance than one held on Monday or Tuesday evening.  Unfortunately, there is no historical data to guide estimates.  Since the receptions are open to all registrants as well as their families/guests, this additional number must be taken into account, keeping in mind that more families are present at the summer conference than the winter.  The General Chair should settle on a number that is guaranteed to the hotel, and from this number, the quantity of food is determined.  This represents the basis for the cost of the reception and is the basis for the cost in the planning budget.  The hotel may be able to recommend food that can be increased beyond the guaranteed number which will not add seriously to the costs.
Drinks are usually offered through a cash bar.  Usually two free drink tickets are enclosed with each registration packet, though this may be reduced to one or no free tickets at all if a cost-cutting situation arises.

Working budget
As actual costs roll in, a working budget is implemented from the baseline/planning budget.  Remember is the planning budget should be frozen so that as actual costs replace the estimated costs, the General Chair will be alerted when the budget requires adjustment.  When too many expenses are higher (or one or a few that are significantly higher) than their estimated costs, the contingencies must be scrutinized to determine whether those are sufficient to absorb the higher costs.  If not, the budget must to be reexamined to determine if costs can be cut in another area. Similarly, if new expenditures are proposed after the baseline budget has been frozen, the associated costs need to be weighed against the set contingencies.  As a last resort, if the registration fees have not been announced, they can be adjusted. An up-to-date working budget is an invaluable tool to determine the current financial status of the conference and can be used to decide on the spot whether additional expenses can be afforded.

Expenses
Expenses are paid out of either the SFM account or a conference account established by the General Chair.  While both the TC Treasurer and the AAS Executive Director are able to authorize expenditure from the SFM account, the TC Treasurer must track the transactions and relate them to the appropriate conference.  Therefore, the TC Treasurer should be kept in the loop whenever the General Chair requests a payment or deposit to the hotel or any other vendor.  To administer smaller expenses, a bank account should be opened with a bank in the General Chair�s name.  This allows for easy payment of bills, and an advance from the SFM account can be requested to deposit into this account.  The General Chair is solely responsible for administration of this account.
There are some recurring expenses that should be included in every budget.
AAS memberships:  An AAS membership fee is collected from all nonmember attendees as well as from members wishing to renew their membership.  The full amount is due to AAS national.  The current individual member fee is $85 per year.
CD proceedings:  There is a standing agreement with Univelt to charge all attendees for CD proceedings at $40 per attendee.  The full amount collected is due to Univelt.
Bound proceedings:  Univelt offers a discounted rate to all attendees wishing to purchase bound proceedings during the conference.  The General Chair should contact Univelt for the price of these proceedings which varies with the anticipated number and size of volumes. The full amount collected is due to Univelt.
Page charges for Best Paper:  There is a standing agreement to pay page charges for publication of the article proceeding from the Best Paper Award.  This expense is capped at $1000.  The actual expense will not be determined for some time after the conclusion of the conference.
Mailings:  We no longer support paper mailings to advertise the conference.
Publishing Call for Papers:  The Call for Papers is published in the AAS Space Times and the AIAA Aerospace America periodicals.  There are no page charges for these notices.
Breakwell Student Travel Award:  The conference budget covers the expenses associated with this award.  The total amount is capped at $2500, but the actual amount should be discussed between the General Chair and the chair of the Breakwell Student Travel Award subcommittee based on the number of awards anticipated.
SFM website maintenance:  There is an annual fee charged by RCN to host the SFM website, and every three years an additional fee (roughly $50) for domain hosting applies.  This expense is covered by the winter conference only.  An estimate of the current cost is obtained by contacting the TC Treasurer.
Program printing:  This can be a substantial expense if a sponsor cannot be established.  Frequently an employer of one of the conference chairs can be successfully solicited to underwrite the expense (or print the programs themselves if they have a printing department) of producing the programs, or one the companies offering products relevant to our field will offer to do the same.  In these cases, it is appropriate to acknowledge the sponsorship with a note, along with the company�s logo if desired, on the inside cover of the program.  The sponsoring company�s name and/or logo should not be on the cover of the program.  Only the AAS and AIAA logos and affiliations of the conference chairs should be printed on the cover.


Budget

Some hotels also charge a fee if the food service or drink service is below a certain number and this should be known in advance and included in the budget.

The checks acquired at the conference can then be mailed back to the account and any cash can either be used to pay bills on site or can be deposited with the hotel for them to write a check that can then be mailed back.

Registration and Event Fees

Registration fee structure
The registration fee structure current sets different fees for members, nonmembers, students, and retired professionals.  Members are charged the general registration fee.  Nonmembers are charged the general registration fee plus an amount equal to the annual AAS membership fee.  Thus, nonmembers become new (or renewing) AAS members; the conference pays the full membership fee to AAS; and there is no impact to the conference budget in having nonmember versus member attendees.  This practice eliminates some uncertainty in the budget since the General Chair does not need to estimate the number of nonmember attendees separately.  Students and retired professionals are usually charged the same fee.  This fee should be set to cover the direct expenses of the student/retiree (e.g., per person cost for receptions, coffee breaks, etc.)  If a banquet or offsite activity is included in the general registration fee, this function is not included in the student/retiree registration.  The student/retiree will have the option of purchasing a ticket in order to participate in the function at the guest rate.

Event fees
Receptions are generally open to all attendees and their guests at no additional cost.  However, banquets and other special activities are usually handled differently.  The General Chair must decide whether to include the activity in the general registration fee and only charge an optional fee to students, retirees, and guests or make the activity optional to all attendees and their guests.  The latter introduces a larger uncertainty in the budget since there is no �guaranteed� minimum number of participants.  Another decision is the amount of subsidization needed in order to promote the sale of tickets since a minimum number of participants is sometimes required or else surcharges apply.  A heavily subsidized activity that is limited to a small fraction of the attendees may not be reasonable to those unable to participate.  One strategy to minimize financial risk is to include the activity in the general registration fee and charge an optional full-cost fee for participation from students, retirees, and guests.

Refund policy
There is currently no formal guidance on the refund policy so the General Chair should formulate his own.  One suggestion is to link the refund cut-off date to the lodging cut-off date (roughly 30 days from the start of the conference) since most people will have firm plans for attending the conference by that date.  A fee should be withheld out of the refund to cover our costs in processing the credit card charge and refund.

Attendance projections
The most important factor in setting the general registration fee is the projection of the numbers of full fee attendees (members and nonmembers) and subsidized attendees (students and retirees).  It is critical to separately project student/retiree attendance since they are heavily subsidized and account for a significant portion of the total attendance.  Statistics from past conferences are available at the AstroWiki site.  Some correlation may be derived from the number of abstracts submitted to past conferences.  The room pick numbers can also be an indicator.  In the end, a conservative projection is likely the best approach unless the other indicators (number of abstracts and room pickup) strongly argue otherwise.

Budget review panel
For each conference, the CAS chairman shall appoint a budget review panel.  The panel will work with the General Chair and provide advice and assistance as requested in establishing the registration fee structure.  The purpose of the panel is to provide a review to identify any oversights in planning and to assure that the registration costs are reasonably in line with historical data.  The final registration fee structure must be approved by the panel.  This panel shall consist of 3 CAS members.  If the General Chair has not served in this capacity previously, then the panel must include at least 2 previous General Chairs.  If the General Chair has been a General Chair previously, then the panel must include at least one previous General Chair.
Timeline and other details
The General Chair must set the registration fees far enough in advance so that anticipated attendees will have time to make their travel arrangements.  Three months before the start of the conference is a reasonable time frame.  The fees cannot be changed after they are announced.  If there are optional fees for social activities, those must be published as the same time.  Online registration may be opened through coordination with the Technical Administration Subcommittee (TAS).  The General Chair must convey the details of the fee structure and refund policies to the TAS in order to customize the conference registration site.



Schedule of Events

A calendar with a schedule for the completion of various tasks is a very helpful tool to ensure that important items are completed in the proper time frame.  A sample is in Attachment 2.  It is recommended that all chairs, technical and general, have a copy of this schedule and adhere to it as much as possible.

At the Conference

The general chairs should handle the initial registration as problems and questions may arise that have not been previously addressed.  After that, volunteers, or preferably paid helps can handle the registration and paper sales.

As stated, only certain people should be authorized to commit new expenditures with the hotel.

A safe deposit box is a must to store daily receipts prior to deposit in the bank.

All cash should be used to pay hotel bills on site if possible.

APPENDICES



ATTACHMENT 1:		Sample Budget

ATTACHMENT 2:		Schedule of Events
ATTACHMENT 1 - Sample Budget


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ATTACHMENT 2 - Schedule of Events

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ALASKA COSTS

Description

cost

updated

comments

Actual Cost

Comments

Pre-conf. cost

mailings

$1,318

x

$.32 each-twice, 200 for foreign+350 for AIAA

$350.00

aiaa

$146

x

150 authors-twice, 50 for foreign

Misc

$2,200

x

200 misc., 2000 student award

program printing

$1,500

x

estimate from Terry was around $1000

total pre-conf

$5,164

$350.00

location costs-food

speakers brkfst

$1,752

x

$9/person 3 days; 55people/3days

all food prices have 18% added

coffee breaks

$2,832

x

$2/person; 2 per day

this is already included in the estimate

morning danish

$0

committee lunch

$1,133

x

2 @$16/person

reception

bar

$0

unknown for 2 receptions and dinner

early registration

$5,098

x

200 people

food and two drinks

2nd reception

$9,487

x

300 people

food and two drinks

cookout

open bar

$0

unknown

food

$4,257

x

150 people cost to each $20; sub is 16.58+11.80 for 2 drinks

dinner is $48.38/person; sub by $28.38

misc

$1,550

bar tenders ($1000),550 for Glacier Express

must check with hotel

total food

$26,109

<---Includes 18% gratuity

$0

location-other

eqt. rental

$705

x

3 overhead/3 days; one vcr and one 35mm

helpers

$300

x

this is for registration desk and paper sales

room rental

$2,350

x

spkr transportation

$0

misc

$500

x

total location other

$3,855

$0

TOTALS

Differences

pre-conf

$5,164

$350.00

location-food

$26,109

$0.00

location-other

$3,855

$0.00

total cost

$35,128

$350.00

$0.00

total cost+margin

$40,397

<----margin of 15%                               no margin ---->

$350.00

less sales of papers

$2,000

Total final cost

$38,397

registration fee

$192

based on 200 people all members

members**

$190

150 M

$190--member, $240-nonmember, $25-student

non members**

$240

50 nm

based on 150 members, 50 non-members, 15 students

students**

$25

15 s

$40,875



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1999 ASTRODYNAMICS CONFERENCE

Alyeska, Alaska

Aug. 15-18, 1999

SCHEDULE DATE

EVENT

RESPONSIBILITY

COMMENTS

March, 1998

site selection

AAS GC&TC

completed

chairmen

GC: AAS Kaufman

completed

        AIAA Alfriend

TC:AAS Hoots

             AIAA Howell

Mar-98

AIAA TC approval form

kaufman

May-98

draft call for papers

TC

Jun-98

finalize call for papers

TC

Jun-98

finalize hotel contract

kaufman

request reservation forms

for 2nd mailing in May 1998

10-Sep-98

call for papers to AIAA-to appear in Nov. issue

TC

to AAS newsletter to appear in ****** issue

Oct-98

selection of banquet

GC

Nov-98

initial budget preparation for Feb meeting

GC/TC

Nov-98

prepare material for first mailing

GC/TC

3-Dec-98

first general mailing

GC/kaufman

Jan-99

prepare final budget

GC/TC

Feb-99

presentation to committees

GC

request session chairmen

15-Feb-99

Abstracts due

TA/RD

1-Mar-99

tentative session schedule

TC

1-Mar-99

final date for decision to hotel on need for 4th day

GC/TC

This is important

11-Mar-99

selection of session chairman

TC

11-Mar-99

abstracts to session chairman

TC

11-Mar-99

arrangements with Jacobs for title page and 

GC

author instructions

25-Mar-99

review by session chair for accept/rejection

5-Apr-99

final program

TC

10-Apr-91

acceptance letters/author instr./abstract form

TC

and hotel info

10-Apr-99

rejection letters

TC

10-Apr-99

cocktail party/cookout menu/final hotel details

GC/kaufman

19-Apr-99

arrangements for abstract booklet

TC

1-May-99

final budget

GC

13-May-99

2nd mailing to short list/reserv card/regist fee

GC

13-May-99

abstract due to TC

TC

20-May-99

abstracts to printer

TC

3-Jun-99

program summary to authors/final reminders

TC/session chairmen

10-Jun-99

final coordination /hotel

GC

tax exmpt status/billing procedures

cocktail party

cookout

speakers breakfast

committee lunches

visual equipment/microphones

check on reservation status

8-Jul-99

arrangements with local bank

GC

check hotel reservation status

July **, 1999

deadline for hotel



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