Weekly meetings

Every Monday there is a staff meeting held in the conference room. It's usually around 1:00 pm but it may be earlier or later depending on what each person has going on. There are only 6 women at PRA, 7 including me, so we try to get everyone at the same time. Basically we go around the table and let everyone know any days that we will be out of the office in the next two weeks and what programs will be operating. Also, we talk about what everyone is working on at the time. Sales staff talk about proposals and anything else that they are working on and operations staff are working on existing programs. We also have teams of 2 or 3 people that are working on updating and creating boilerplates. The boilerplates are generic plans of activities that we propose to potential clients. They contain an informational blurb about the activity, suggested itineraries, suggested costs, program inclusions, and available enhancements. We try to keep all of our potential program pieces up to date with exciting, enticing information that will make the client say, "wow, that sounds like fun, we should do that!". This is basically a time when we can all get together and talk about anything interesting that we think everyone should know about and also if there are any suppliers coming to the office for a meeting. Much of the information we discuss can be found using our Microsoft email program. We can view each others calendars and a program calendar that displays programs that are definite and programs that are still tentative.

Invoicing

After a program is "ran" or completed we start working on the invoice for the client. There are guidelines that are set by PRA Headquarters let tell us the language that we are supposed to use. This helps us maintain consistency in outlining and detailing the invoices. Many of our clients are repeat clients and some are previous clients of other PRA locations. Our invoice to the client is based largely on the invoices we receive from our suppliers. Our transportation suppliers, for example, give us a final invoice based on actual number of vehicles and hours that they were on duty. It was helpful for me to actually be there on site because I know what vehicle went where, say there was 5 vehicles going to 5 different daytime activities, and what time they returned to the resort.

We give clients an "Estimated Program Total" which is like a preliminary invoice and this is all based on what we have reserved from our suppliers. More often than not, the final total is going to be different because of unexpected changes. If a flight is delayed and one of our attendees on that flight is supposed to be on a mini coach with other attendees we cannot let the others wait around for the late flight. In this case, we may have to call our supplier and have them send another vehicle to pick up the late flight. Also, if we're taking a group of attendees from their resort to a golf outing and a 4 hour round of golf turns into 6 hours then we have to adjust the cost of the vehicle based on actual number of hours the vehicle was needed. This case happened to me a few weeks ago. Extra hours and costs are clearly stated in the Program Service Agreement (AKA the contract). Another reason the final invoice will be different than the preliminary invoice is that if the client has a dj or a band playing at an on-property dinner event and everyone is having a great time and doesn't want the music to stop at 9:00, we can get the approval from the client and ask the dj or band to stay for some overtime. This usually isn't an issue unless the property has to follow city noise codes and they have to stop at a certain time.

Along with invoicing comes job costing and this is the actual charges that PRA incurs from the suppliers. This is a business and we are in the business of making a profit so we do markup each of our services that we provide to the clients. Our computer system is helpful in that we enter in our costs and a certain percentage that we want to make and it gives us the rate that we will charge the client. Originally, we propose around 25 to 28% in order to get the contract and ensure the business. After that, we try to get them to purchase upgrades and if they add more activities or services after the contract has been signed they are usually marked up anywhere from 32 to 40%. Most of our clients understand this process and don't question it because it would be too much of a pain for them to organize everything from all of the different suppliers that ultimately make up their successful program.

Client Manifests

When coordinating transportation for a group of attendees the client provides us with a manifest that is in the form of a Microsoft Excel spreadsheet listing pertinent information. This includes the clients name, airline they're flying in on, flight number, arrival time, and it is also helpful to know the departure city when checking the flight status. We use this information to schedule vehicles that will be transferring the attendees to their destination. In a situation where the attendees are VIPs and semi-VIPs the client may not want them to wait any more than five minutes for a vehicle once they have their bags. In this case, we may have anywhere from five to twenty sedans scheduled for the day. We would also more likely be waiting at the entrance to baggage claim with signage that has their last name and program logo on it. After greeting the attendee, we walk them to the carousel that will be delivering their luggage. If they only brought a carry-on bag, then I call the driver staged in lot C, whose number I have from the Schedule of Services, and let them know that we are ready for a pick-up and reconfirm terminal and location. If the client wants to save some money then they will have the attendees wait for up to thirty minutes in order to gather flights from all three terminals into a minicoach. When greeting groups of people arriving at or around a similar time, we'll be holding a sign that has a program logo on it that is hopefully easy to identify by guests. It is not uncommon for attendees to be distracted and walk right by you, that is why we try to smile and make eye contact with everyone walking by. Sometimes the client doesn't inform the guest, or they are not paying attention to instructions, and they don't know to look for someone holding a sign. It is extremely important to keep up on any updates to the manifest that the client the client sends. If the arrivals are coming in over several days, the operations manager has to be available or able to access email 24 hours a day. Based on manifest changes such as arrival times, additions or cancellations, the operations manager has to make sure that vehicles and staff are scheduled or canceled. We also offer clients "Driver Meet/Greet" services which means that a PRA staff member is not present. The vehicle (most often a sedan in these cases) driver has the sign with the attendees name, walks them to the baggage carousel, helps them with their luggage to the car and takes them to their destination. This costs more and is more of a risk because the driver works for our supplier and not employed by PRA. This means that if the driver makes a mistake then PRA gets the wrath from the client. This happened last week when a driver was supposed to pick up two guests on the same flight but only picked up one. The guest that was left behind had to take a cab, which he took to the wrong hotel, and also walked into a meeting that he was not supposed to be a part of. The last minute manifest changes were made available to the driver but were not followed through. The client was very upset and the operations manager had to endure the verbal punishment and also reimburse the client for the cab and the room at the wrong hotel. This was a lesson learned for me, if you or your staff are not going to be present, it is essential to have constant communication with whoever is taking on the job.

So much to do, so little time.........

The past month has been crazy with all of the programs going on. Every morning that I'm not out in the field I sit down at my computer with a notepad and pencil and start making a "To Do" list with times and dates due so that I can prioritize. I'll also get random verbal requests from different coworkers throughout the day so I make sure to write it down. When sending proposals to clients there is always a section towards the bottom of the page that includes extras that we call "enhancements". This can include private or extended tours to drinks and snacks on vehicles that are in route for more than 30 minutes. When the client elects to have beverages on board a vehicle, I'm the one who makes sure we have enough bottled water and sodas in our storage area for the group and that the items we do have are not already reserved for another group. I have had to go to Sam's Club with the company card close to 4 or 5 times in order to get items for snack boxes/baskets and coolers. I also get (5) 7lb bags of ice when cold beverages are needed for several groups. I'll send out an email and let everyone know when I'm going and to get their orders in before a certain time. When I return I make copies of the receipt for each program that made a purchase and highlight the items that they need to enter into their "program costs". The picture above is also one of my creations and it's called "Crap in a Hat". I put these together for program managers to give to clients. They usually include Arizona Iced Tea, Cactus candy, Arizona chips and salsa, and pistachios. We also have many other random gifts that I wrap up for clients including small candles and cactus plants and mini coach purses. The program manager and operations manager decide, based on the clients personality and likes, which gift suits the client.