Sound companies handle “one-off” shows every day. It’s usually formulaic, and after a while, we do it by rote.
But what happens when the client wants one-stop shopping? This is also known as “full production” or “turn key service,” and it’s quite a bit more involved than an average show. Generally months of planning and coordination are needed, as well as work with a number of subcontractors. It just can’t be done by the seat of the pants.
Normally, when a sound company is hired for a show, the client is a promoter or a venue. They provide the stage, they provide the power, and they provide the labor. The sound company’s job is to advance the show with the artist and show up with a rig. Not so when the full production falls into your lap.
Particularly for large, multi-stage festivals, hiring a single source to handle all the entertainment elements of the event is almost a necessity. The event director has too many other things to handle to have to worry about the details of his entertainment.
Steve Rosenauer, director of the St. Mary’s University Alumni Association Fiesta Oyster Bake in San Antonio, Texas, once told me his definition of full production: “As a client, full production means working with a knowledgeable and experienced company that can produce a turn-key operation with regard to organizing, building and operating the necessary staging, sound, lights and equipment needs, with all meeting the negotiated specifications of the event as well as the bands. A company that does this can greatly enhance the quality of the event and provide a solid peace of mind to the entertainers and the event organizers.”
For the purposes of describing the process of a full production event, I will use the Fiesta Oyster Bake as my example. It’s a two-day, six-stage festival which kicks off San Antonio’s annual Fiesta Celebration every April. Fiesta has been ranked as the second largest party in the U.S. (Mardi Gras being first) by the National Meeting Planners Association. (And yes, they bake tons of oysters!) For years, our company, Sound Services, worked with this event. (Note that we recently chose to close the company for reasons completely unrelated to business.)
PREP MAKES PERFECT
In order to be ready by mid-April, we would start working in November. To be fair, we had been doing this event for nearly a decade, and had amassed a team of subcontractors with whom we were all very comfortable. Until a company gets to this point, preparations probably need to commence even sooner.
In November, we would begin talking about what our needs were going to be. Because city electrical inspectors were involved, we checked the City Code Compliance for any new electrical requirements. For example, one year (and for the first time), we were required to ground all of stages to the audio power distribution services, as well provide non-conductive covering of all power cables running in public areas. Not fun to discover things like this at the last minute!
We provided staging, sound, lights, backline, labor and all technical personnel for the festival. Because the client uses many more generators than just ours, they made those arrangements, but they used our generator provider so we were assured that power would not be a problem. The generator provider also stayed in contact on any change orders he received that might affect us.
Also by November, the client usually had more than half of the talent booked, so we got a vague idea of what to expect from headliners’ riders. By December, we started talking with our subcontractors, discussing what had changed from the previous year, giving them the firm dates, and requesting a firm price by January.
After ringing in the new year, and still four months out, it was time to nail down the financials. Be very meticulous with this process! Everything must be committed to paper, and math triple-checked in order to avoid any mistakes that could cost an entire profit margin.
It’s doubly vital to get this facet correct in the first year with an event, because the client will base future projections on those first year costs. Therefore, a mistake probably can’t be made up for next year.
Only after every cost is defined and listed, as well as those of the subcontractors, should the price be committed to the contract submitted to the client. Note: the one thing we found most often overlooked is the cost of a production manager. The hours and hours you spend working on this shouldn’t be done for free!
WORKING IN EARNEST
We would submit our contract on the first of February, with the understanding that requests on artists’ riders would probably cause an increase in total price. By this point, the client had all talent booked, so we could start working in earnest to learn just what those extra costs might be. My goal was to have all this information by the 15th of the month, still two months out.
There is a negotiation with contract riders and advancing the show that can - with some diplomacy - help reduce the number of additional line items for your client. Because most headliners’ riders are based on arena shows, for example, they will often concede some lighting instruments.
On the other hand, you don’t want artist representatives to think your client is cheap, so know where and when to stop asking for concessions. It’s important to manage your client’s expectations in this regard as well. Most touring artists also understand that festivals differ from concerts, so if the stages are adequately stocked to begin with, most of the added line items will be for backline and spotlights.
Once we determined all of the additional artist-related expenses, we submitted a contract addendum. This addendum should include absolutely everything - a. client will begin to lose confidence if presented with more than one price addition. His budget is set in stone by this time, and your math errors and oversights are not his fault.
MINIMUM OF 40
Because Sound Services was responsible for the entire Oyster Bake Festival, not just the two stages we were physically covering, it was imperative that we advance the show with every artist. In this case, we’re talking a minimum of 40 bands, which made for a lot of work. But it accomplished several very important things.
First, we got a thorough look at the requirements of every stage, and were assured that each subcontractor could adequately cover the entertainment line-up. If there was a particularly tough set change on a stage at a particular time, we could arrange to have extra help on hand at that time.
Second, it gave each artist a feeling of confidence to know that individuals who care about their performances run the festival. Third, we established consistency in the way the artists were handled. The subcontracting sound companies all appreciated this.
And fourth, we could apprise artists of the “special quirks” of this festival. For example, it’s held on a university campus that is, itself, located in a neighborhood, not on a major thoroughfare. Getting to the venue is difficult when 80,000 other people are also trying to do the same, and there is no alternate route.
Sometimes when we told first-time performers to allow three hours to arrive, some balked, but we remained adamant. The ones who didn’t believe us were invariably late, which is a no-win for everyone. (By the way, returning artists were never late!)
Further, artists can’t drive to any stages except the main one, because they’re all positioned among campus buildings. For this reason, full backline was provided at every stage, and musicians were discouraged from bringing more gear than they absolutely had to have. To accommodate this, the university set up a team of volunteers to ferry musicians and their gear to the stages. It took several years to streamline this process.
Once all the advance work was complete, we created stage plots and input lists for every stage, and for both days. These were then dispatched to the sound companies working the festival with us.
GETTING CLOSER
A pre-production meeting with the festival committee and all stage managers was held six weeks to two months out. Each committee reported on their progress and, although we weren’t involved in things like pizza ovens and beer sales, it helped us to know what was going to be happening around us.
Entertainment production is an important part of this meeting, and we made it a real bonding experience. Construction of “Stage 1,” for example, meant an entire campus parking lot has to be closed two days prior to the event, and thus it was critical that the timing be executed properly by the university security department.
We also got to meet the stage managers and orient them as to what was expected of them. These folks are critical for smooth-running shows, and we let them know that. While their duties are light, the few things we needed from them are all important to the show.
Other things covered in this all-important meeting were issues of water, green rooms, use of volunteers (there are hundreds!) and getting musicians to the event and their respective stages. Over the years, and learning from our mistakes, we developed methods to efficiently accomplish these tasks, but until you’ve worked with an event for a long time, these issues are extremely important to thoroughly think through. For example, from experience we all learned that as much water as we thought we needed - double it!
At this time, we also walked the campus with the festival director, making note of things like trees that needed trimming or light poles tp temporarily remove. (Grounds and electrical departments need to be notified in advance to schedule work like this!)
WHO’S DOING WHAT
By one month out, we had a firm grip on exactly who was doing what. For example, if there was a sound company short a monitor engineer, this was the time to step in and lend a hand. Each subcontractor provided us with a list of personnel and how many vehicles (and of what type) they would be bringing on site. One aspect to double-check: be sure each contractor is providing enough people. For example, backline duties done properly for six stages requires more than two techs.
At this point, we would tally up all production people (including stagehands and spotlight operators) and provide the festival director with the number of parking passes and wristbands needed. Remember - on a multi-day festival, each person might need a fresh wristband each day. We also padded this number by a few more to replace ones that were inevitably lost.
Very key: the best technical person on staff must be in charge of production management. Even with the best preparations, all kinds of little things can go wrong, especially at multiple stages. One person not involved in production at any one stage has to be free to fight the fires, and this person should be well versed in technical knowledge as well as diplomacy.
Our production manager for the festival spent each day traveling between stages, providing a break to a beleaguered engineer here, dealing with a power problem there, handling a recalcitrant band engineer somewhere else. He also carried a radio for instantaneous contact. And, this person must have healthy legs – in a very crowded festival, a golf cart won’t work!
Three weeks out, we assembled packets for all of the subcontractors involved. These included parking passes and wristbands, a map of the campus showing all stages and parking areas, a complete schedule of the event, and for the sound providers, stage plots and input lists. Load-in times were also provided.
Scheduling personnel is critical at this point. We staggered the load-in times so that we could make the best use of our stagehands. Stagehands have a four-hour minimum, and each is usually scheduled to work at more than one stage during a shift. For load-out, we scheduled a much larger number of stagehands. This schedule was then filed with the labor company as a written work order, and note that this also included spotlight operators as well.
IT’S SHOWTIME!
Two days before the festival, we began to build the stages. The provider arrived with semi-trucks loaded with staging, and we again walked the site with the festival director, spotting the stages, front-of-house risers, spot towers and security towers.
The day prior to opening, we loaded in at our two stages, which then left us free to address the mayhem of everyone else loading in the next morning. The lighting contractor also loaded in with us in order to be out of the way, and this left the lighting directors free to work with headliners who might arrive early. On-site security was continuous at this point.
Day one of the festival would arrive, and we were free to conduct headliner soundchecks on our stages. Fortunately, the first act didn’t begin until 6 pm, so the atmosphere wasn’t too stressful.
The production manager was also available to address the various surprises that unfold, as they invariably will. This is where months of planning pay off and you can look really good to the client, who’s running around putting out all kinds of fires while his production people are calmly doing their jobs.
If all subcontractors are competent and well prepared, the event should run like an average one-off show. One caveat, however: it’s still a multi-day, multi-stage festival, with thousands of people swarming all over, so competent, well-informed stage managers become critical to your existence.
They aren’t needed to get artists on and off the stage – we had already planned that out. They are most definitely needed to competently answer artist questions - “Where are our food coupons?” and “Where is our dressing room?” and the like. They also kept lots of water on ice, and plenty of ice in the ice chests.
The most important thing stage managers did, however, was manage the radios. Each stage had a radio, as did the production manager and the lead backline technician, and they were on a common channel with the event director.
As the production staff performed its various tasks, we didn’t have time to monitor a radio, but when we had a problem or needed help, we simply asked a stage manager to contact whomever we needed. Previously we carried individual radios, but learned that this alternative approach worked so much better for everyone, plus it gave the stage managers a sense of ownership of their jobs as well.
The best advice: “be round.” Roll with the punches and don’t get too excited by the inevitable little surprises that spring up. Make the production of entertainment as smooth as possible and don’t create tension or problems. That’s a big reason you were hired!
THE AFTERMATH
When it’s all over, the results of diligent planning and scheduling should continue to pay off. We found that handling a large number of stagehands at the end of the festival worked best if we arranged for the crew chief to assemble all of them at a pre-arranged site and make assignments from there.
Stagehands were first dispatched to the stages manned by our subcontractors, then re-routed to our stages last. We always got this show loaded out within our four-hour labor minimum, by the way.
The production manager continued to make a circuit of the stages, being sure each stage had its allotted stagehands and collecting any left-behind belongings. We later attempted to repatriate these items with their owners.
When all the dust cleared a week or two later, we sat down and created a recap of the event, and this went into the file for next year. We also sent this recap to the festival director. Included were a summary of any issues that came up, general incidents, what worked well and what didn’t, and suggestions for improving next year’s event.
By working with the client in this fashion, we made ourselves a part of the event team, and enjoyed a multi-year contract. We also ingratiated ourselves to our subcontracting partners, who appreciated the work and reciprocated when appropriate.
It’s just good business to develop this kind of working relationship with your clients and fellow business people, and it leaves you feeling pretty good about yourself as well.
Teri Hogan is a long-time audio professional and was co-owner of Sound Services Inc., a sound company based in Texas.
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