The Pan-European Magazine for Association Executives Supported by ESAE, European Society of Association Executives, and UIA, Union of International Associations, Brussels H EAD Q UARTERS Meeting Media Company Meetings Industry Publishers (Belgium) Afgiftekantoor 2800 Mechelen 1 Bureau de Dépôt 2800 Malines 1 Published 6 times a year: February, April, June, September, October & December Edition February 2010 - P3A9029 37 ESAE & UIA GROWING YOUR REVENUE ESTONIA POSITIVELY SURPRISING
Transcript
The Pan-European Magazine for Association Executives Supported by ESAE, European Society of Association Executives, and UIA, Union of International Associations, Brussels
HEADQUARTERSMeeting Media CompanyMeetings Industry Publishers (Belgium)Afgiftekantoor 2800 Mechelen 1 Bureau de Dépôt 2800 Malines 1Published 6 times a year: February, April, June, September, October & DecemberEdition February 2010 - P3A9029
37
ESAE & UIA GROWING YOUR REVENUE
ESTONIAPOSITIVELY SURPRISING
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www.seeglasgow.com
HQ> M A R C E L ’ S P A G E
In October 2009, when I attended the Annual World Congress SIBOS of SWIFT
in Hong Kong, I had the feeling that in that part of the world change - let’s call
it growth - was everywhere. In one fi nancial magazine I found there, one could
read it was time to look for a close cooperation with Asian banks. I was thinking
the same about the meetings industry, especially the association aspect. In
Hong Kong I started looking for a defi nitive answer to: ‘Is there a high demand
for an association magazine in the Asia-Pacifi c region?’
I went on a journalistic tour of Taiwan, Singapore, Bangkok, Beijing, Colombo
and New Delhi. Two of these belong to the so-called BRIC-countries (India and
China) and are therefore important for the future. I asked key people in these
countries just one question: ‘Is HeadQuarters Asia-Pacifi c (let’s called it HAP!)
welcome here?’
Everywhere the answer was a clear and concise ‘Yes’! ‘We understand the impor-
tance of associations for our countries. Their importance is defi nitely growing
but at the same time there’s also a high demand for knowledge, expertise,
communication and management tools. We think the world is ready to support
this growing importance with a professional magazine. When that support comes
from a continent that stands out because of its expertise, then we will happily
welcome HAP.’
Therefore, HQ magazine Europe’s response to
these developments is a birth announcement.
We’re starting off the new year with a new
magazine: HAP magazine, short for HeadQuar-
ters Asia-Pacifi c. The fi rst issue will be sent in
March 2010 to 2,500 executives of international
and regional associations, established in 14
Asian-Pacifi c countries. HAP is the sister magazine of HeadQuarters Europe, but
will boast distinctive features.
HAP will serve as a, if not the, face of the Asian-Pacifi c associations. That’s why
the cover of HAP will always show the face of a key player in the industry. The
fi rst cover will show Melissa Ow of Singapore Business Travel & MICE. Singapore
has succeeded in becoming a world player in association congresses (twice #1
according to the UIA statistics). It also actively tries to attract headquarters of
professional meetings industry associations: MPI, Kellen and MCI. HeadQuarters
magazine could not not appear in this listing, otherwise we would no longer
have been a vanguard magazine.
BIRTH ANNOUNCEMENT:HQ MAGAZINE HAS GOT AN ASIAN-PACIFIC SISTER MAGAZINE
MARCEL A.M. VISSERSEditor in Chief
We’re starting off the new year with a new magazine: HAP magazine, short for HeadQuarters
Asia-Pacifi c. The fi rst issue will be sent in March 2010 to 2,500 executives of
international and regional associations, established in 14 Asian-Pacifi c countries
» READ MORE OF MARCEL’S STORIES ON HIS BLOG: MARCELSBLOG.HQMAGAZINE.EU!
Who would have thought Estonia would surprise us in the most positive way?
As a super dynamic country, it could well be
THE destination to host a conference..
STAY TUNED FOR HQ38➔ A report on the actual planting of trees in our Meetings Forest
➔ Three destinations reports: Nantes (France), England and Taiwan
➔ A special feature on Corporate Social Responsibility
➔ An update on Australia as an association congress destination
➔ A portrait of the International Federation
of Medical Students' Associations
…. And much more!
DON’T FORGET TO JOIN ONE OF OUR TWO GROUPS ON
N ONE OF
➔ HQmagazine.eu Ambassador Club for associations
➔ HQmagazine.eu Club for suppliers
COLOPHONHQ OR HEADQUARTERS IS A NICHE PUBLICATION FOR EUROPEAN AND INTERNATIONAL ASSOCIA-TIONS HEADQUARTERED IN BRUSSELS AND ALL MAJOR EUROPEAN CITIES DEALING WITH THE ORGANIZATION OF WORLDWIDE CONGRESSES. IT IS PUBLISHED 6 TIMES A YEAR. CIRCULATION IS 5,000 COPIES.
SubscriptionsSubscription amounts to 65 EUR (all incl.) in Belgium, 75 EUR (all incl.) in the EU and 95 EUR (all incl.) in the rest of the world.The subscription entails 6 editions of HQ per year including the special edition Meeting Trends, as well as an online access to the website. Online subscription for digital magazines is 50 EUR. To subscribe: www.HQmagazine.eu
Editor in ChiefMarcel A.M.VissersT: +32 (0)3 226 88 [email protected]
Address59, rue René Declercq B - 1150 Brussels (Belgium)T: +32 (0)2 761 70 50 F: +32 (0)2 761 70 51 www.hqmagazine.eu
Responsible PublisherMeeting Media Company Marcel A.M. Vissers Mechelseplein 23, bus 1B - 2000 Antwerpen (Belgium)www.meetingmedia.eu
HQ magazine sets great store by sustainable development and therefore chose environment-friendly FSC certifi ed paper which comes from a controlled source. More info: www.fsc.org ® FSC, A.C. FSC-SECR-0045
Cécile Caiati-Koch
Rémi Dévé
HEADQUARTERS 6
475 HOTELS IN PARIS UNITE TO SUPPORT CONGRESS PROFESSIONALSLast December, the chairmen and managing
directors of some 15 hotel groups represent-
ing 475 hotels in Paris and the Paris region
came together under the aegis of the Paris
City Council, the Paris Chamber of Commerce
and Industry and the Paris Convention and
Visitors Bureau to sign the Charter for the
hosting of major professional events in Paris.
This Charter seeks to attract to Paris major
events, bringing together more than 1,000
congress attendees over several days, initiated
by non-profi t making organizations. The hotel
group signatories undertake to offer specifi c
and advantageous conditions for this type of
event, as much in terms of deposits, cancella-
tions, quotas of rooms, and much more.
convention.parisinfo.com
ICELANDIC NATIONAL CONCERT AND CONFERENCE CENTRE NAMED
The Icelandic National Concert and Confer-
ence Centre, which is being constructed
at the Reykjavik city centre harbour, was
formally named at a ceremony last December.
Guests gathered in one of the halls where
they enjoyed hot cocoa and doughnuts as
they listened to music. Portus chairman Pétur
J Eiríksson, assisted by 10-year-old Harpa K.
Antonsdóttir, announced the name – ‘Harpa:
Reykjavik Concert and Conference Centre’.
www.portusgroup.is/en
CHRIS GOWE NAMED DIRECTOR OF SALES AT VANCOUVER CONVENTION CENTRE
With its big expansion
up and running, the
Vancouver Convention
Centre has welcomed
a new Director of Sales
to the team. Bringing
18 years of experience
in sales, leadership and event management,
Chris Gowe was appointed Director of Sales
to lead a dynamic sales team to promote
Vancouver and the Centre as the destination
and facility of choice for meeting plan-
ners around the world. He will work closely
with the Centre’s partners to develop joint
initiatives that will generate business and
economic benefi t for the province.
www.vancouverconventioncentre.com
COPENHAGEN WILL BE THE ‘CAPITAL OF SUSTAINABLE MEETINGS’COP15 has been certifi ed as the world’s fi rst
sustainable, international political summit.
And the ambition now is to make Copen-
hagen the world leader within sustainable
meetings. The white book, Copenhagen
HQ> H E A D Q U A R T E R S N E W S
BRISBANE’S NEW CONVENTION FACILITIES NOT FINISHED BUT ALREADY IN DEMAND
IMEX TARGETS BIGGER BUSINESSThis year’s IMEX is due to be bigger than ever.
Hotel groups continue to be represented
strongly with Ritz Carlton, Mövenpick Hotels,
Fairmont/Swissotel Raffl es and Starwood Hotels
& Resorts all increasing their stand space.
New exhibitors include Scandic Hotels, Albert
Management of Latvia, Columbia, Meeting
Point International and Showcare. The IMEX
Wild Card Winners for 2010 are also all
fi rst-time exhibitors in the international
meetings and events industry providing new
and exciting destinations. This year’s winners
are Uganda, Morzine in France and the new
Hof Conference and Cultural Center, Iceland.
Demand for exhibition space has been
particularly strong from Asian meetings and
events industry suppliers with Korea,
Seoul Convention Bureau, Macau, Sri Lanka
and Indian Holiday all expanding their
presence. US exhibitors have also confi rmed
their enthusiasm and commitment with
Anchorage, Arizona, Chicago, Texas and New
York City already contracted and all those
who attended in 2009 expected to exhibit
on the IMEX US Pavilion again in 2010.
The Spanish Tourist Offi ce is now fi rmly
established as IMEX’s second largest exhibitor,
with Germany under the organisation of the
German Convention Bureau being the largest.
IMEX Chairman, Ray Bloom, comments on
the lead-up to IMEX 2010: ‘Virtually every
sector of our industry is consistently
prepared to commit to IMEX knowing that
they have the opportunity of meeting
the right people and doing good business.
Association executives looking for new ideas,
exciting destinations and innovative services
will fi nd a wealth of choice at IMEX 2010.’
“The most business-like show
on the MICE calendar”
www.imex-frankfurt.com
IMEX’S HALLMARK ASSOCIATION DAY &
EVENING ON MONDAY MAY 24TH WILL
OFFER A VARIED PROGRAMME OF
CONCURRENT THEMED SESSIONS AND
ROUND TABLE DEBATES - DELIVERING
DEDICATED EDUCATION AND NETWORKING
FOR FORWARD-THINKING ASSOCIATION
EXECUTIVES FROM ACROSS THE WORLD.
IMEX ASSOCIATION DAYAn indispensable industry event
‘IMEX is the place to fi nd the latest developments and trends - a truly visionary show.’ Jason Tang, Chairman, International Society for Pharmaceutical Engineering greater China Steering Committee, China.
HQ> I M E X
HEADQUARTERS 11
Opened in September 2006, the Sofi tel
Brussels Europe is at the forefront of con-
temporary luxury hotels in Brussels. With its
versatile offering of state-of-the-art meeting
space, delectable cuisine and comfortable
bedding, the Sofi tel Brussels Europe is most
attractive for business travellers and meeting
delegates alike.
Olivier Tombeur, Cluster Director of Sales &
Marketing, states that the service there is
unbeatable: ‘Our well trained staff is always
trying to anticipate customers’ needs and is
doing every effort they can to make them as
happy as possible. As a result of this inten-
sive work, Sofi tel Brussels Europe has been
certifi ed one of the best European hotels in
2009, according to Trip Advisor.’
Sound proofed, spacious bedrooms - the
smallest of which is 28m2! - will give guests
the time and comfort to prepare themselves
for an evening event, dinner or just to relax
from a hard day’s work. In terms of ameni-
ties, there are ‘scart’ plugs behind the fl at
screen televisions for games machines,
cordless telephones and high-speed internet
access as well as wireless internet. Each
room has a spacious, luminous bathroom
with Occitane amenities to start and fi nish
your day with pampering indulgence.
But it’s in the meetings area that Sofi tel
Brussels Europe really stands out. The key to
its ‘meeting’ success lies mainly in its ‘hard-
ware’, if one can say so. The entire fi rst fl oor
is dedicated to 11 tastefully dressed confer-
ence rooms, for up to 300 delegates. They
all boast modern technology and natural
daylight, which is not easily found in Brussels.
The boardroom of the hotel can host up to
20 people, with top-fl ight meal service in
the adjoining dining room. But what’s more
important is the personalized service and the
high-quality catering that’s on offer. When all
this fi t nicely, the budget that organizations
want to spend on events becomes a detail!
No wonder the Euroconference will take place
there next April!
Last but not least, Sofi tel Brussels Europe
takes part in the Sofi tel’s programme
INSPIREDMEETINGS™. This is a promise
to deliver a meeting organized for talented
people by talented people, in a refi ned envi-
ronment with the French ‘Art de Recevoir’.
As far as associations are concerned, Olivier
Tombeur argues: ‘We know the way interna-
tional associations work: our expertise in this
niche market has enabled us to offer them
what they expect. More specifi cally the staff
can easily adapt to the specifi c needs of as-
sociations.’
So don’t be afraid to let Sofi tel’s professional
team help you to create your own event: they
will be on hand to provide any assistance you
might require. What else is there to dream for?
IN THE HEART OF THE EUROPEAN DISTRICT OF BRUSSELS ON THE CHARACTERISTIC
JOURDAN SQUARE LIES THE SOFITEL BRUSSELS EUROPE, A MODERN BUT
NEVERTHELESS WARM HOTEL, WHERE HUMAN SERVICE IS THE PRIORITY.
SOFITEL BRUSSELS EUROPEA conference hotel like no other
HQ> S O F I T E L
MORE INFORMATION
Sofi tel Brussels Europe
Place Jourdan 1, 1040 Brussels
tel: (+32)2/2355100, fax: (+32)2/2355101
olivier.tombeur@sofi tel.com
www.sofi tel.com
The key to the ‘meeting’ success of Sofi tel Brussels Europe lies mainly in its ‘hardware’. The entire fi rst fl oor is dedicated to 11 tastefully dressed conference rooms, for up to 300 delegates
HEADQUARTERS 12
HQ: What impacts are your members facing as a result of the current recession? Edgar Hirt: Many of our member centres have
seen signifi cant impacts on their corporate
meetings as well as trade and consumer
shows that rely on either corporations or
general public attendance. Most association
meetings have remained stable in the sense
that they remain on the books, but as some of
these will take place years in the future, there
may yet be cancellations. With all events, the
big question is what attendance will be once
the meeting or exhibition actually takes place,
and this will of course depend on the state of
the economy at this time.
In the end, it is centres with a well diversi-
fi ed business base that have fared best as
they have been able to shift their business
priorities from one area to another. Having
said that, there are very few that have not
had signifi cant impacts, in areas like revenue
and attendance if not in terms of actual event
cancellations.
However, there are already signs of economic
recovery and there may be even more reasons
for meetings in the near future. For example,
we believe that there are more reasons than
ever to hold international meetings when the
global economy is in recession. In particular,
they stimulate new research and product de-
velopment, which stimulates the economy; at
the same time, they encourage networks and
exchanges that counter the tendency toward
protectionism that often accompanies reces-
sions like the one we are now experiencing.
HQ: What about supply - are there too many convention centres for today’s market?Edgar Hirt: That is a question that only the
market itself can answer, and it will do so over
the long term, as centres that cannot compete
will simply be eliminated from the equation.
However, there can be some real problems
in the interim. For example, if a centre is not
competitive, it may resort to predatory mar-
keting, offering deep discounts and ‘buying’
business, for example, in order to survive, and
that harms everyone in the long term.
We continue to emphasise that a centre
should only be built where there is a strong
and demonstrable business case, and where
all the other parts of the congress business
equation - things like air access and good
hotel accommodation, for example - are in
proportional supply. It is far better to make the
correct development decision in the fi rst place
than to have to deal with it once a building is
already completed and entering the market.
HQ: Could you expand a little bit on the ‘Green Factor’?Edgar Hirt: A convention centre does not
stand alone on the questions of sustainability
or carbon neutrality - it is also a matter of the
commitment that clients who use their facili-
ties bring with them.
EDGAR HIRT HAS BEEN PRESIDENT OF
AIPC FOR 2 YEARS NOW. SO IT MIGHT BE
A GOOD TIME FOR HIM TO ASSESS THE
CHALLENGES CONGRESS CENTRES, AS
WELL AS MEETINGS PLANNERS, FACE IN
TODAY’S ECONOMIC CLIMATE. IN THIS
INTERVIEW, THE MANAGING DIRECTOR
OF CONGRESS CENTER HAMBURG TALKS
ABOUT THE PLACE OF AIPC’S MEMBERS IN
TODAY’S WORLD IN GENERAL AND IN THE
MEETINGS INDUSTRY IN PARTICULAR.
CONVENTION CENTRES TODAY A conversation with Edgar Hirt
HQ> A I P C M E M B E R S S P E A K
At AIPC, we believe that there are more reasons than ever to hold international meetings when the global economy is in recession
Edgar Hirt
A recent survey of AIPC member
convention centres indicated that
well over 90% had signifi cant
green/sustainability policies and
practices in place, including pro-
grams designed to enable clients
to ‘green’ their own meetings and
events. It is our feeling that given
this high level of attention to the
issue, sustainability has become
more of an expectation that an
exception, and centres are well out
in front of actual demonstrated
demand from their clients, few of
which make sustainability a ‘deci-
sion factor’.
Having said that, there are many
different defi nitions in use - which
is something characteristic of the
‘green’ area in general. Carbon
neutrality is a particular challenge
in that it generally depends on the
use of offsets to balance the inevi-
table effects of meetings (such as
travel-related impacts). However,
a high proportion of the centres
that maintain sustainability
programs also offer carbon offset
programs, and this can further
enhance their claim to carbon
neutrality. Finally, there typically
needs to be a recognized audit
process in place to determine any
impacts, as each event will differ.
Given this wide range of defi ni-
tion, and the high levels of atten-
tion given to the green issue by
convention centres, clients need
to establish for themselves what
the exact bases are for the claims
of individual centres. It has been
our experience that their staff can
provide a wealth of information,
not only on their own operations
but also how they can support a
client’s own initiatives.
HQ: How do you view the relationship between convention centres and suppliers at AIPC?Edgar Hirt: One of the most defi n-
According to Angela Järg of the Tartu Convention Bureau, a lot of new things have developed in the last fi ve years, like the Dorpat Hotel and Convention Centre. Now Tartu is ready to welcome large groups
TARTUCity of Knowledge
Town Hall Square
Raekoja Square
University of Tartu History Museum
IN A UNIVERSITY CITY, STUDENTS
LEAVE THEIR MARK THROUGH THEIR
DAILY RITUALS AND THEIR OWN
PARTICULAR EVENTS, IN THIS CASE
THE STUDENT SPRING DAYS FOR IN-
STANCE. BUT THE UNIVERSITY ALSO
BRINGS ASSOCIATION CONFERENCES
TO THE CITY.
Medieval barge on city squareHanseatic Days
As the Deputy Mayor of Tartu, Karin Jaanson is extremely
well-placed to introduce us to her city, and more precisely to
the Spirit of Tartu. Being the main university city in Estonia,
the people here are obviously more educated, and they’ve
always aimed to be independent, so Tartu actually was
the spiritual capital of the country. Here everybody knows
everybody, and it’s easy to organize something.
Karin argues: ‘We’re not only the so-called ‘city of good
thoughts’ but also of good actions and good connections,
with the professors for instance. Tartu is a real city of knowl-
edge, it’s where most PhDs are obtained, it has the most
centres of excellence, and we’re highly accredited in the fi eld
of biology, software and nanotechnology, among others.’
She continues: ‘We recently got a fl ight connection to Riga
and Stockholm, and this has increased the number of visi-
tors. It’s only 185 kms to Tallinn and there’s a bus connection
every half hour, and every hour there’s a direct bus that has
a wifi connection!’
The city is very supportive of cultural events so they provide
funds for good projects, because they feel that the people
need to love the city. There’s for instance the Summer
Theatre on Dome Hill, Tartuff Movie Festival with a big screen
on the main square, or the Hanseatic Days.
In some cases, big international conferences may get city
support too. Since 5 years the city has its own convention
bureau and Tartu is also the co-founder of the Estonian
Convention Bureau. Karin says: ‘Thanks to tourism and the
meetings industry we’re getting better fl ight connections, so
even local companies are benefi ting. We’re not afraid of huge
projects either.’
‘Strategic planning goes as far ahead as 2030, including
plans for a new science centre, a national museum and an
impressive bridge over the river and around the city. And if
you want to do something different, a river trip on the replica
medieval barge is another way to discover Tartu, or you can
fi nd out how they build ships like that. For Christmas, the
barge was put on the city square and the sails were replaced
by light curtains; we even held our city government meeting
there!’
HEADQUARTERS 19
> E S T O N I A
KARIN JAANSON, The Spirit of Tartu
GETTING TOGETHER IN TALLINN AND TARTUThe choice is yours!
In TallinnNOKIA CONCERT HALLThe largest event hall in Tallinn has only
been operating for a few months now as a
part of the brand-new Solaris Centre but
in the fi rst three months already 53 events
were held with 68,000 visitors, even
live TV shows! Dates have been booked
as far in advance as 2014 and include a
big medical conference in April and the
Road Construction Association congress
in September. It has 1829 seats on the
two balconies with catering facilities on
the ground, second and fourth fl oor and
several confi gurations are possible. The 9
cinema halls in the complex can be used
as breakout rooms.
Everything you can imagine is installed
here. The hall has digital and 35mm
projectors that put their images on a 20
by 9 metre screen with Dolby surround, of
course. Meyer Sound Laboratories have
specially designed the whole setup and
they use it as a sound laboratory.
ESTONIA CONCERT HALLThis hall is the classical and classy coun-
terpart of the Nokia Concert Hall facing
it. Conferences, exhibitions, receptions or
dinners for a maximum of 350 people are
possible and converting the hall doesn’t
take long: in eight minutes all chairs can
be moved underneath the stage. For big-
ger events, the Concert Hall can also be
connected to the next-door White and Blue
Hall of the Opera.
Gala dinners are often graced with some
sort of entertainment on stage. In April,
the Ministers of Foreign Affairs of the
NATO member states will have their gala
FROM OLD TO MODERN, FROM CLASSICAL TO HYPE, FROM CONVENTION CENTRES
TO REAL SPECIAL VENUES, THERE ARE MORE THAN ONE WAY TO MEET IN ESTONIA.
WHETHER IT BE IN TALLINN OR IN TARTU, YOU WILL BE AMAZED WITH THE COUNT-
LESS POSSIBILITIES TO GET TOGETHER. IN SHORT, ESTONIA CAN CATER TO ALMOST
EVERY TASTE THERE IS!
Nokia Concert Hall Estonia Concert HallLobby of NokiaConcert Hall
In TartuDORPAT CONVENTION CENTREThe most modern conference centre in town
came one year after the hotel by the same
name and offers ten rooms in total, all named
after famous professors. The biggest one can
harbour 560 people and the total capacity is
around 1,000. It is located in a complex that
offers a shopping centre and other entertain-
ment facilities, just next door to the Dorpat
Hotel.
VANEMUINE THEATREThe Vanemuine is the oldest (celebrating
its 140th birthday) and largest theatre of
the country with its 700 seats, and its main
asset is that you can organize a conference
with an additional programme here - even
when it’s a performance in Estonian it will
surely be subtitled. The theatre has three
different branches in its regular programme:
music, drama and dance. Catering, parties or
workshops can be organized in the foyer and
if you need more space, there’s also a door
that leads straight to the Concert Hall, which
makes for a combined capacity of over 1,600
guests.
VANEMUINE CONCERT HALLIn this building from 1970 it takes only 15
minutes to remove the chairs before the
dancefl oor is yours. Otherwise, the 959
seats, four translation booths and four
bright seminar rooms are completely at
your disposal. This makes it the biggest
conference and concert hall but big does not
exclude fl exible: catering and equipment can
be sourced from elsewhere, and according to
your taste, a folk band, choir or symphonic
orchestra can be arranged on stage.
UNIVERSITY OF TARTU HISTORY MUSEUMOn Dome Hill, named after the Dome
Cathedral that’s now partly renovated into
the museum and partly in ruins, 15,000
people attend events each year. The reading
hall which houses changing exhibitions now
is home to meetings, conferences or recep-
tions for up to 300 people.
Athena Conference and Cultural centre
In this beautifully restored cinema you
can not only drink wine and dine but also
combine this with different events and per-
formances. Above the Art Deco styled Volga
restaurant you fi nd a 200-seat cinema hall
with a 100-seat balcony where any event is
possible. Then there’s the loft-style attic hall
that can be used for meetings.
Dorpat Conference Centre Theatre Vanemuine Restaurant Volga
From old to modern, from classical to hype, from convention centres to real special venues, there are more than one way to meet in Estonia
HEADQUARTERS 21
> E S T O N I A
This annual event with a long tradition is
always organized by the members, normally
in Central Europe or in the US. In June, Lieu-
tenant and psychologist Merle Parmak was
asked to organize the November conference,
so it had to happen quickly. All procedures
have been settled during the long history
of the association, so everything took place
smoothly in the end.
Topics included military personnel selection
and classifi cation, keeping and growing the
morale while avoiding stress reactions, and
training systems for soldiers. The more de-
veloped countries help the others of course.
There were three parallel sessions with a to-
tal of around 150 visitors from 22 countries.
Accompanying persons could do excursions
during the day and there were special offers
from spas. The Dorpat people proved to be
very good partners in this. A special bonus
was the fact that the hotel rooms were
practically in the same building as the confer-
ence. On Friday there were cultural trips to
the KGB museum, a beer testing, a tour in
Tartu and then Põltsmaa, wine degustation
and the day was over after a guided tour in
Tallinn and a medieval dinner in Olde Hansa.
Merle Parmak states: ‘We got good remarks
on the quick and quality organisation. Estonia
is quite small, so if you know the right people
you can organize everything really fast. The
size of our country allows us to avoid time-
consuming bureaucracy issues as well. Instead
of an anonymous conference fi le, an old lady
had sewed ethno bags and a smaller bag with
our national liquor, especially for people from
warm countries to keep them warm...’
‘In the university buildings the head of the
Psychology Institute of Tartu University held
an introductory session about the history of
the university and the current trends in re-
search. We also watched an opera spectacle
in the Theatre Vainemuine.’
‘Most people were here for the fi rst time and
practically every one of them was positively
surprised. It’s all a matter of contrast; the
information people have about Estonia is
contradictory. They don’t expect anything, so
they only get positive emotions: they meet
nice people who speak good English, they
notice it’s a clean and safe country, the purity
of the environment, the high quality of serv-
ice, ATMs and currency exchange is available
everywhere, excellent IT possibilities, and
good public transport as they experienced
when they took a forced tour from Tallinn
airport to Tartu!’
‘Tartu is quieter and a bit more relaxed than
Tallinn, it’s a very nice and classical university
city where many famous people have worked
or lived. I would even call it a gem of Estonia!
Many positive historical events or discoveries
happened in Tartu. The University here has
survived the Soviet time and now it’s becom-
ing more and more international.’
Case Study
INTERNATIONAL MILITARYTESTING ASSOCIATIONTHE 51ST ANNUAL INTERNATIONAL MILITARY TESTING ASSOCIATION (IMTA)
CONFERENCE WAS HELD IN THE DORPAT HOTEL AND CONFERENCE CENTER IN TARTU,
FROM NOVEMBER 2ND TILL NOVEMBER 5TH 2009 AND WAS HOSTED BY THE ESTONIAN
NATIONAL DEFENCE COLLEGE, WHICH WAS ALSO THE NEWEST MEMBER OF THE
ASSOCIATION.
51st Annual IMTA Conference
Tartu
HEADQUARTERS 22
In TallinnREVAL HOTEL OLÜMPIAReval Hotels is the only hotel chain in
the region that feels so strongly about its
green image, according to Juha Mähönen.
‘We do as we preach, for instance, we’re
one of the corporations in the Baltic Sea
Action Group that aims to protect our
sea by making commitments. We use
phosphate-free detergents, recycle, have a
leading energy-effi ciency programme and
can track our energy consumption. Even at
home we can check how much electricity is
used in the hotel.’
The hotel comprises of 390 rooms and 13
conference rooms, if you don’t count the
suites or the Banquet Hall that can be used
as exclusive meeting rooms. The main meet-
ing room with its fi ve translation booths can
accommodate 400 attendants. It opened in
1980 for the Olympics and was rebuilt four
years ago. For the NATO meeting it will serve
as the media centre and Reval Hotels chain
is the partner of the European Film Awards
2010 in Tallinn. They were also the main
partner for the Eurovision Song Contest a
couple of years ago - after all, Reval stands
for REal VALue!
RADISSON BLU HOTELRihanna and former president Bush are only
two of the VIPs who spent the night here, so
the Radisson is defi nitely able to provide,
even though it doesn’t have a star rating.
There may be 280 rooms - all with Skype
telephones - but the hotel still has small
enough corridors so you don’t get the ‘big
building’ feeling.
The conference fl oor with 14 conference
rooms for 8 to 350 people has a special
entrance. Translation techniques and eve-
rything else concerning an event can be or-
dered in-house. The whole fl oor has already
been converted into a forest and a tropical
paradise but the NATO held its meeting here
as well, so formal and fun is only a small dif-
ference! The business class fl oor houses the
presidential suite which can even be rented
as a meeting room. Tallinn’s best views can
be enjoyed from the lounge and there’s a
conference room on the same fl oor.
SWISSOTEL TALLINNOf the 29 Swissôtels all around the world,
this is one of the newest and it is housed
in the tallest building in the Baltics. The
Estonian design gives it an authentic touch
and makes sure that this is more than a 238-
room business hotel. It may not have a star-
rating but you’re sure to get 5-star service in
this deluxe property.
Another asset is the restaurant and cocktail
bar on the top fl oor, and let’s not forget
the extensive spa facilities either. Business
guests will surely enjoy the distinguished
atmosphere of the Executive Club Lounge.
On the conference fl oor, the biggest ballroom
has 300 seats, seven translation booths,
breakout rooms and if that’s not enough you
can even use the extra space in the adjacent
tower. It welcomed the Poker Stars champi-
onship with 300 players but also the Euro-
pean Parliament. Meetings up to 500 people
are not an issue and neither are high security
measurements for international delegations.
NORDIC HOTEL FORUMThis 4-star business and conference hotel
is part of a smaller company, and aims to
be fl exible and service-oriented. Since 2007
it has 267 rooms and the Estonian owners
thought it was important to use an Estonian
designer to create a homely, calm and com-
fortable atmosphere. The ergonomic seats
in the conference area are only one part of
that. Behind the hotel lies an industrial area
which was recently upgraded and received a
Dutch design award.
Hotels in Estonia
MODERN AS IT GETSFREE WIFI IS A CIVIL RIGHT, I HEARD FROM EVERYONE IN ESTONIA, SO IT’S NO WONDER
THAT EVERY CONFERENCE HOTEL HAS A WIRELESS - OR AT LEAST A WIRED - INTERNET
CONNECTION FOR ALL OF ITS GUESTS. HOTELS IN ESTONIA ARE ALL RECENTLY BUILT OR
RENOVATED, CENTRALLY LOCATED, OFFER EXCELLENT VALUE FOR MONEY, AND HAVE
LOADS OF EXPERIENCE WITH EVENTS.
> E S T O N I A
Swissôtel Tallinn
HEADQUARTERS 23
SOKOS HOTEL VIRUThe hotel dates back to 1972 and it’s still the
biggest with 516 rooms. The colourful history
is still visible: we were allowed to take a peak
at the room on the top fl oor where the KGB
connected calls from Scandinavia to Moscow.
The hotel’s meeting facilities welcome 850
conferences per year and that’s no wonder
when you can cater for conferences up to
500 people in 11 rooms. The Sokos Hotel
offers ample entertainment options as well
with the successful Starlight cabaret, the
Karaoke Club, the very popular nightclub and
the sauna and relaxation area.
HOTEL TELEGRAAFThis very centrally located 5-star boutique
hotel with 86 rooms, of which four suites,
came into being in 2007 and boasts exqui-
site spa facilities. Among its guests it counts
the Belgian king and queen and Lenny Krav-
itz, the one more rock ’n’ roll than the other.
In the old part of the hotel that used to be a
telegraph offi ce no room is the same, while
the standard rooms are situated in the new
wing. The Symphony Lounge can be used
as a conference room, but here you really
come for the classy design and personalised
service you can expect from a true
boutique hotel.
In TartuDORPAT HOTELIn 2007 the need for a business hotel in
the city was fulfi lled by this three-star
establishment with 200 rooms and 5 big
and bright suites by the riverside. What’s
particularly tempting about Dorpat is its
spa facilities with a whole range of private
medical and wellness treatments, among
which over 30 different types of massages,
thanks to the team of 35 professionals.
There’s also a salt room for people who
have respiratory issues, a sauna or water
treatment, a duo massage or even a four-
hand massage!
LONDON HOTELCombined with its sister, the 3-star Pallas
Hotel, the two facilities offer 120 rooms.
This four-star property with its impressive
and spacious lobby also has a nice confer-
ence room for 100 people, the Oxford Hall.
The three suites all have their own sauna.
ANTONIUS HOTEL TARTURight in front of the University main build-
ing a historic venue has been renovated as
authentically as possible and turned into a
boutique hotel in 2009. In the restaurant
situated in the vaulted cellar, the remains of
the original building are still visible and one
room has a fi ve-inch thick metal door to en-
ter into the bathroom, since it used to be an
offi ce of a credit association. The owners
aim at a 5-star rating for their 18 rooms.
All hotels are recently built or renovated, centrally located, offer excellent value for money, and have loads of experience with events
> E S T O N I A
Nordic Hotel Forum entrance Reval Hotel Olümpia Radisson Lounge
Hotel London Swissôtel Tallinn Ballroom Sokos Hotel Viru
HEADQUARTERS 24
Core activities and projects with a high prior-
ity stand an excellent chance of attaining
funding, and a well-presented activity with
appropriate and defi ned funding require-
ments is a powerful tool for attracting the
interest and approval of the Board. There-
fore, the fundamental question that an
association needs to ask is not simply how to
grow revenue, but rather what is it that the
association wants to achieve and who should
be targeted to help fund the task at hand?
To answer this question, associations need
to clearly defi ne members’ needs and the
support and resources required. Well-defi ned
strategies, a good business plan, clear priori-
ties and realistic budgets go a long way to-
wards securing the resources needed for any
association. Defi ning activities with a clear
purpose and a measurable benefi t is a funda-
mental cornerstone of income generation.
At the same time, it is vital to think ahead.
Requests for funding are multi-faceted and
complex, and an association that plans for
future resource requirements as part of the
request-for-funding process will position
itself for growth in future years.
Exploring new activities and partnerships
indicates a forward-thinking mentality which
can help seal the deal with potential funders,
and place an association in a secure position
for future development. Of course, as part of
the process, associations need to prioritise
their activities and must try to use the funds
in those areas that provide maximum ben-
efi ts to members.
Depending on the nature of the projects or
the activities, a multitude of funding sources
is available both in the public and private
sectors. Successful association managers will
be able to approach the right source for the
activity they wish to carry out.
Members are the driving force behind
every association, and it is in each associa-
tion’s best interest to ensure that members
receive maximum value. Anticipating the
benefi ts that members prefer - in the form
of products, services, networking opportu-
nities, technology or policy development -
ensures that stakeholders remain on board.
Prioritising your association’s needs and
following through with a clearly-defi ned
funding strategy for these needs will mean
that funding sources will be particularly
keen to engage with your members and with
your active and vital association.
www.esae.org
IN MY VIEW - AND IN MY EXPERIENCE - CLEAR OBJECTIVES, TARGETS AND PRIORITIES ARE KEY
TO ACHIEVING REVENUE GROWTH. I PREFER TO CONSIDER REVENUE IN FUNCTION OF WHAT I WISH
TO REALISE IN TERMS OF THE GROWTH OF MY ASSOCIATION, BENEFITS TO MEMBERS AND
APPEAL TO NEW TARGET AUDIENCES RATHER THAN TO MANAGE THE PROCESS OF INCOME
GENERATION BY DEVELOPING ACTIVITIES IN FUNCTION OF THE AVAILABLE RESOURCES.
TEXT LUC MAENE DIRECTOR GENERAL OF THE INTERNATIONAL FERTILIZER ASSOCIATION AND PRESIDENT OF ESAE
GROWING YOUR REVENUE
The fundamental question that an association needs to ask is not simply how to grow revenue, but rather what is it that the association wants to achieve and who should be targeted to help fund the task at hand?
HEADQUARTERS 25
Many association leaders falsely believe
that a balanced budget alone will ensure
the fi nancial health of an organisation. An
organisation can still have a balanced budget,
which indicates that it will break even or
make a profi t for the coming year, and still go
out of business or be impaired if bills are not
paid on time or, worse, if a payroll is missed -
something very few organisations survive.
Optimising cash fl ow management is one
of the most important tasks in achieving
overall fi nancial health. Associations often
have cash fl ow challenges that are unique to
their sometimes complex and varied income
streams; this makes managing cash fl ow in an
association much different than doing so in a
corporate environment. Associations operate
in a complicated fi scal environment, one that
includes multiple sources of income and dif-
ferent sets of management challenges. Such
an environment demands a well-planned,
intensive, and aggressive approach to manag-
ing cash fl ow. Finance professionals who work
with and within associations should have a
basic understanding of the cash fl ow issues
that most affect associations.
Effective cash fl ow management goes
beyond economic or business planning. To
convert your budgets and plans to cash fl ow
forecasts means you need to add a time
frame to the transactions that generate
income as well as those that relate to paying
expenses. In addition you need to understand
and identify transactions that don’t fall
neatly into the categories of ‘income’ and
‘expense’ while also identifying such actions
as loan repayment and mortgage payments,
for example, which also affect cash fl ow.
IMPROVING HOW AN ORGANISATION
MANAGES ITS CASH FLOW IS A COMPLEX
TOPIC, AND THERE’S NO EASY FIX THAT
WORKS FOR EVERY SITUATION.
ESSENTIALLY, CASH FLOW IS
AFFECTED BY EVERY ACTION AN
ORGANISATION TAKES. SOME OF
THE ACTIONS HAVE OBVIOUS
IMPLICATIONS. SAY, FOR EXAMPLE,
THAT YOUR ORGANISATION BUYS RATHER
THAN LEASES A NEW OFFICE BUILDING OR
VEHICLE. CASH FLOW IS, NEEDLESS TO SAY,
REDUCED. BUT OTHER, SEEMINGLY MORE
INNOCUOUS ACTIONS ALSO CAN IMPAIR
CASH FLOW.
TEXT MURRAY DROPKIN, CPA , DROPKIN & COMPANY, CERTIFIED PUBLIC ACCOUNTANTS
HAVING IT W HEN YOU NEED IT: BETTER CAS H FLOW MANAGEMENT
Optimising cash fl ow management is one of the most important tasks in achieving overall fi nancial health. Associations often have cash fl ow challenges that are unique to their sometimes complex and varied income streams
HEADQUARTERS 26
TRADE SHOWS AND DUES: THE BIG TWOFor many associations, an annual trade show
or similar event is a primary revenue source.
The cash fl ow challenge of dealing with a ma-
jor event, which may take place once a year,
versus just collecting interest or dividend
income monthly on investments, is diffi cult.
Let’s say that your organisation has a largely
successful trade show, but the largest exhibi-
tor goes out of business before paying you
or tells you they will be able to pay you in a
year. Needless to say, that hurts cash fl ow.
Now is a diffi cult and challenging time for
all organisations, particularly associations.
The travel, airline, hospitality, and similar
industries, whose economic viability is at
least partially interdependent with that of
associations, are facing poor, perhaps even
life-threatening, economic crises due to a
less than vibrant economy, residual after-
shocks from 9/11, and signifi cant interna-
tional problems, such as the recent events in
Iraq. It’s not a diffi cult prognostication to say
attendance at trade shows may continue to
suffer. If a trade show or other large event is
a signifi cant income source for your associa-
tion, then you need to pay extra attention to
your cash fl ow projections.
In addition to the revenue produced by
trade shows and other events, associa-
tions also frequently depend heavily on
dues revenue. Depending on how dues
are calculated and collected can have an
enormous effect on cash fl ow. For example,
one association changed its dues-billing
methodology from an annual calendar year
to annual billing on the anniversary date
of joining the association. They found their
cash fl ow severely affected, since members
(and just about everyone else involved)
became confused. Generally speaking,
the dues-billing process should see little
change, since dramatic changes to it can
hurt short-term cash fl ow. If changes are
essential, then cash fl ow needs to be part of
the planning.
THE ART OF FORECASTINGObviously, an organisation’s success in earn-
ing income in excess of its expenses is an
important factor in its cash fl ow and its over-
all fi nancial health. However, making money
alone will not ensure optimal cash fl ow. An
organisation may be ‘profi table’ based on its
fi nancial statements, yet still be unable to
pay bills when they are due. Effective cash
fl ow management rests upon the fundamen-
tal task of forecasting with accuracy when
cash will be received and when cash must be
paid out. Thus, a cash fl ow forecast covering
a fi scal year should be based on the organi-
sation’s budget and adjusted for the timing
of actual receipt and disbursement of cash
for each element of the budget. An accurate
and detailed cash fl ow forecast, especially
when used in conjunction with a detailed
operating budget, will allow organisations to
anticipate potential cash fl ow diffi culties and
take remedial actions.
All organisations should prepare cash fl ow
forecasts. At a minimum a cash fl ow forecast
for 13 weeks into the future should be pre-
pared, since many organisations do not have
enough economic strength to survive even a
short-term cash fl ow crisis. For larger, more
complex organisations, a monthly cash fl ow
forecast for a minimum of six months should
be prepared. For the largest associations, a
cash fl ow forecast for 12 months should be
prepared. Regardless of the size or complex-
ity of your organisation, cash fl ow should be
on the front burner in the fi nance and execu-
tive departments.
Request that your fi nance staff, with per-
haps the assistance of your CPA fi rm, start
preparing cash fl ow forecasts. Start with the
simplest one for thirteen weeks and then, as
you gain expertise, work toward a one-year
forecast. The largest organisations eventu-
ally will need to do fi ve-year cash forecasts.
Proper budgeting is key: the better prepared
your budget is, the less time-consuming the
forecast process will be.
Cash shortages almost always result in
increased costs and can create a number
of other problems. Consider the following
examples.
An organisation delays a big membership
drive for six months. Such a delay could
have serious cash fl ow implications if fi xed
costs such as personnel and overhead for
the organisation were calculated based on a
successful membership drive. The delay may
Effective cash fl ow management rests upon the fundamental task of forecasting with accuracy when cash will be received and when cash must be paid out
HEADQUARTERS 27
be unavoidable, but at least an accurate cash
fl ow forecast will ensure that no surprises
are lurking when hefty cash fl ow payouts,
such as payroll, come due.
Another case may not be quite so obvious.
The membership delay would be easily seen
in the fi nancial statements. But suppose that
in a four-month span an association billed a
total of €150,000 in advertising. Based on the
organisation’s fi nancial statements prepared
on an accrual basis, the organisation shows a
profi t. However, if the advertisers do not pay
their bills or pay them slowly, the associa-
tion may have a serious cash fl ow problem.
Because many operating costs are ‘fi xed’, the
organisation may then be forced to borrow
money to continue operations, which will
result in interest expenses that would not
have been necessary with better cash fl ow
planning and management.
It is important to note that borrowing money
is a recognized and effective way to manage
cash fl ow. Associations, especially in these
diffi cult times, should have lines of credit
available. It’s far better to pay some interest
than miss a payroll or anger suppliers. How-
ever, it’s better still to accurately forecast
cash needs so that an organisation can ar-
range to have cash on hand to pay its bills.
Another common cash fl ow issue affect-
ing associations is controlling growth by
not acquiring too many new members too
quickly. The expense to acquire new mem-
bers through such methods as advertising
or direct mail can be substantial. When you
add normal member-fulfi lment costs, it’s
highly likely that, during the fi rst year of a
large-scale membership campaign, the cash
outfl ow needed to acquire new members plus
the normal cost of membership fulfi lment
will exceed the cash dues income from new
members. Assuming the member stays for
a certain number of years and pays dues,
positive cash fl ow can result over time. But
if membership turnover is too high, then an
organisation may face a poor fi nancial and
cash fl ow future. Frequently updating cash
fl ow forecasts will help an association as it
plans such activities.
FINDING THE RIGHT STRATEGYThat typical associations rely on more than
one revenue stream to earn income can
make cash fl ow management complicated.
Finding the ‘right’ cash fl ow management
strategy is contingent on the types, charac-
teristics, sources, restrictions, and require-
ments related to the income that represents
an organisation’s cash infl ow.
For example, associations dependant on ad-
vertising as their primary source of income
will fi nd that their budgeting, cash fl ow
planning, and cash fl ow management will be
quite different from organisations that col-
lect a greater percentage from membership
dues. For instance, there is an association
with a three million euro annual budget that
receives 70% of its income from a yearly
publication. Some income is from advertis-
ing and some from sale of the publication.
This association has a huge jump in available
cash during the 90-day period just after
the publication is delivered to its members
but needs to borrow money for at least six
months of each year. An organisation’s major
revenue streams will affect every aspect of
its fi nancial management system, including
the following:
+ Budgeting processes (e.g., cash fl ow fore-
casting, operational budgeting, depart-
mental budgeting, capital budgeting)
+ General accounting procedures
and practices
+ Billing and collections procedures
+ Internal and external reporting
+ Internal controls
+ Taxation
+ Audit requirements
Some associations count income earned by
providing goods or services as a signifi cant
revenue stream. This type of income stream
may be one of the most complex in terms of
cash fl ow planning and management. These
revenue streams will have cash fl ow consid-
erations that are similar to those of for-profi t
businesses, yet must incorporate other
essential elements unique to the nonprofi t
operating environment.
For example, associations that generate
fees for services must invest in fi nancial
management systems that can quickly and
accurately perform billing and collections,
information management, and reporting and
analysis functions. Moreover, organisations
that generate program service revenue must
be capable of accurately recording collec-
tions for individual accounts, tracking associ-
ated income and expenses, classifying and
reporting income correctly on their annual
tax information return, and meeting all audit
requirements for their programs.
Finding the ‘right’ cash fl ow management strategy is contingent on the types, characteristics, sources, restrictions, and requirements related to the income that represents an organisation’s cash infl ow
HEADQUARTERS 28
Now perhaps more than ever, it’s imperative
that you create value for your sponsors.
This 10-point plan will help you develop a
sound approach to doing just that.
1. Evaluate your current sponsorship
levels and components. Start by looking
at how you’ve priced sponsorships in the
past. If you’ve arbitrarily assigned a fi gure
based on a revenue goal, you might want
to benchmark those goals against the
actual monetary value that each
GIVE YOUR SPONSORS MORE VALUE FOR
THEIR MONEY - AND GET MORE
PARTICIPATION AND REVENUE FOR
YOUR ASSOCIATION.
TEXT JAY YOUNGER, VICE PRESIDENT, MCKINLEY
MARKETING, INC., CHEVY CHASE (MARYLAND)
AND NOW, A WORD ABOUT OUR SPONSORS
PLANNING FOR CASH FLOW IMPROVEMENTA key step in any cash fl ow improve-
ment effort is proper training and
education for those directly involved in
the process. All staff, management, and
board members need to understand
their roles in effective cash fl ow man-
agement. For example, junior staff often
is not exposed to cash fl ow issues; how-
ever, their decisions may have direct
and profound effects upon cash fl ow. If
an administrator fails to follow proper
procurement policies and procedures
in making a purchase for the organisa-
tion and acts without considering cash
fl ow forecasts, his or her action will
affect cash fl ow negatively. Procedural
guidelines that are understood and
supported by all staff members help to
avert such problems.
Your budget creation team and your
cash fl ow management team should be
broadly representative of your entire
organisation. The best budgets and cash
fl ow forecasts are almost always team
efforts. When associations and their
boards, consultants, fi nance and man-
agement executives, and all involved
staff understand the relevant issues and
actively participate in ongoing cash fl ow
management, cash fl ow - and thus the
fi nancial health of the organisation -
will always be signifi cantly improved.
All organisations should prepare cash fl ow forecasts. At a minimum a cash fl ow forecastfor 13 weeks into the future should be prepared
HEADQUARTERS 29
opportunity creates. A number of fi rms
specialize in pricing intangible assets,
which can help determine the true value
of a sponsorship. Also examine your exist-
ing levels of sponsorships to ensure suffi -
cient price points for a range of sponsors.
2. Determine the benefi ts. Most sponsors
are looking for access to a particular
audience through tangible sponsorship
benefi ts such as signage, advertise-
ments, and networking opportunities.
Create a list of these benefi ts and other
intangible benefi ts. Hint: Don’t forget
about the good will that accompanies an
investment in your organization.
3. Develop promotional materials that
sell the benefi ts. In addition to promo-
tional letters, fl iers, and brochures that
clearly communicate the benefi ts of
sponsorship, make sure you’ve included
sponsorship opportunities on your Web
site and integrated your sponsorship
message with the association’s brand.
4. Build and implement a sponsorship
database. Keep track of your sponsors
by recording primary and secondary
contacts, marketing plans, and past
sponsorship data such as total revenue
and number of renewals. Future staff will
thank you for helping them easily iden-
tify contacts’ history of involvement with
the association. Most databases also
include a customer relationship manage-
ment element, which can help streamline
and coordinate your sponsorship sales
activities.
5. Develop a sponsorship qualifi cation
sheet. By understanding why your spon-
sors participate - and by systematically
collecting information on their desired
levels of contribution and access as well
as their decision-making profi les - you’ll
know their needs and be able to identify
other opportunities for them within the
organization.
6. Create and segment your prospect
list. Compile a prospecting hit list of past
sponsors, associate members, industry
leaders, advertisers, tradeshow exhibi-
tors, and so forth. Then dig deeper. Talk
to senior leadership and volunteers
about their corporate contacts. Ask other
departments if they work with organiza-
tions looking for more exposure within the
association. Take a look at the banner ads
on your competitors’ Web sites. And use
specifi c criteria to categorize your pros-
pects into distinct tiers. Potential statistics
can include the total number of past spon-
sorships, current level of interest, funding
capability, and company revenue.
7. Develop staff roles
and responsibilities.
In order to fully realize sponsorship rev-
enue potential, you need a sales force.
This can be internal or external, but
someone must be responsible for setting
sales goals and incentives, prospecting,
building relationships, handling admin-
istration and reporting, and managing
ongoing accounts. Remember that spon-
sorships, like most sales transactions,
usually come down to relationships,
so involve staff members who have
strong relationships with your potential
sponsors. Have those employees make
introductions or set up meetings for
your sponsorship sales team.
8. Develop a sales strategy for pros-
pects. Deploy your sales force pro-
portionately with the opportunity that
each tier represents. For example, top
prospects might get three mailings, two
phone calls, a personal invitation from
the CEO, face-to-face visits from senior
leadership, and thank-you gifts. On the
other hand, a sponsor representing a
smaller potential may only receive a
solicitation letter and a follow-up e-mail.
9. Monitor progress. Keep in touch with
your sponsors before, during, and after
their sponsorships to judge their satis-
faction with the experience. If your asso-
ciation has a large sponsorship program,
consider designating a coordinator to
meet your sponsors’ needs. A checklist
can keep important issues from slipping
through the cracks.
10. Survey to ensure a positive experience
for each sponsor. This step, which many
overlook, can hold the key to repeat
sponsorships. By taking the extra time
to close the loop on the sponsorship
experience, you solidify the value for the
sponsors and gather important feedback
on their experiences. You also dem-
onstrate that you’re working to meet
their needs while setting the stage for
renewal.
Jay Younger, vice president, McKinley Marketing, Inc., Chevy Chase, Maryland, is a member of the Membership Section Council.
In order to fully realize sponsorship revenue potential, you need a sales force. This can be internal or external, but someone must be responsible for setting sales goals
HEADQUARTERS 30
Creating or increasing your nondues
revenue, also called earned income, is a chal-
lenging change. This change can mean a big
investment of staff time and resources, so it
needs to be well designed, implemented, and
evaluated. Where do you start?
GET YOUR CARDS ON THE TABLETake a fresh look at your fi nancial picture.
It is worth investing time and brainpower to
see that old familiar spreadsheet with new
eyes. Asking these questions can refresh
your perspective:
1. What percent of your revenue comes
from each of the following?
+ Fundraising
+ Meeting registration fees
+ Trade show sales
+ Consulting
+ Print publications
+ On-site education
These are the six most profi table catego-
ries of nondues revenue. Help your board
and staff to see exactly how much of your
revenue comes from each category.
2. How much does your
association spend to bring
in each type of revenue?
One common failing is forgetting that
staff time, printing, and computer support
all come with a price tag. Give a ballpark
estimate - an approximate fi gure - of your
expenditures associated with each of the
six revenue categories above. You’ll get
a new appreciation for the way your
revenue cycles; association expen-
ditures create value, and that
value creates revenue,
which allows you to cre-
ate more value.
3. Does everyone, including
your board, think it’s time to
build new or better ways to create more
value and bring in nondues revenue?
If you’re the only one who sees the need,
it’s time to start talking. People want to
see evidence
of fi nancial
trends, along with
projections of what this means for
your association fi ve years from now.
+ Is your total amount of nondues revenue
growing every year, or is it staying about
the same?
The path to generating nondues revenue starts with a commitment to increasing member value:
CREATE A FRESH START FOR YOUR NONDUES REVENUE FUTURE
THE EASIEST WAY TO INCREASE ASSOCIATION REVENUE IS
TO INCREASE MEMBERSHIP, RIGHT? BUT WHAT IF THERE
IS NO LIKELIHOOD OF MEMBERSHIP GROWTH, AND
YOU WANT TO CONTINUE PROVIDING MEMBER-EN-
HANCING VALUE? ONE SOLUTION IS TO DEVELOP
NEW WAYS OF PROVIDING MEMBER VALUE THAT
WILL ADD MORE REVENUE AT THE SAME TIME.
TEXT LAURIE FORD, PRESIDENT OF CRITICAL PATH CONSULTANTS
HEADQUARTERS 31
+ If revenue is growing, is it
keeping pace with infl a-
tion?
+ What will your rev-
enue and expendi-
ture channels look
like in fi ve years?
A FIRST-DRAFT REVENUE CHANGE PLANThe following questions
will help you shape a
plan, while also getting
more people aligned
with the idea of grow-
ing both revenue and
member value:
1. How much more income do we want?
Just saying ‘we want more’ is not enough.
You have to say how much more you
want-an increase of 3-5 percent, or 5-10
percent, or more than 10 percent? When
people look at fi nances from this perspec-
tive, they can imagine a new future. This
helps everyone get out of the survival
struggle.
2. How can we get what we want?
Brainstorming is sometimes overrated, but
not in the case of revenue development.
Your association already has one or more
kinds of nondues revenue. Can you get
people talking about adding, combining,
or changing what you already produce?
Practice exploring all the options. Here
are a few ideas:
+ Consider combining two moderately
successful products or services into a
new package that offers more hands-on
value for members.
+ Maybe there are some items you’ve al-
ways included in your membership pack-
age that could be dropped or replaced
by something more useful that also
takes less time (and money) to produce.
+ Identify places where you can change
existing products or services by extend-
ing the variety, depth, or timing. For
example, one association added a new
educational series by breaking up exist-
ing programs into different modules
and making them smaller, more locally
accessible, and more user-friendly. They
also began a partnership with an edu-
cational company to improve marketing
effectiveness and offer more conven-
ient delivery. Think outside your past.
+ Develop new ways of using advertisers,
such as arranging to sell more ad space
in your directories, or on product and
service packages and materials. You
can improve ad offerings on meeting fl i-
ers and programs, sell commercial and
classifi ed ads, or Internet banner and
button ads.
3. Is it mission-relevant?
Make sure your new revenue plans are re-
lated to the association’s mission. Programs
that have nothing to do with your mission
will still use your resources. Members
have access to lots of benefi ts from lots
of places, and you want them to see you
as providing distinctive solutions. It helps
to get people talking about real member
problems. Find out what you really know
about the problems members are facing in
their daily work and personal lives.
+ Do your members have revenue-generat-
ing problems of their own? Are there solu-
tions available that you could help bring to
your members? One grocer’s association
brought in local marketing companies to
help members design a coupon program
and a series of community events, bring-
ing more attention to the quality and
value of neighborhood stores.
+ Do your members have business problems
with staffi ng, operations, or fi nancial proc-
esses? A review of their business prob-
lems might reveal ideas for the design of
new products or services. For example,
one medical association partnered with
an insurance reimbursement fi rm to help
member physicians improve their billing
and collection processes.
+ Do your members share some social or
personal challenges that could be met
with education or information solutions
of some kind? One hospital association
offered a series of stress management
programs at a variety of locations tailored
to specifi c types of member professions.
STRATEGIES FOR SUCCESSIt’s usually wiser to pick one or two areas to
focus on than to try a little of everything.
You’ll build stronger expertise and get to
know which strategies are most effective.
And don’t fall for the idea that making
products or services electronic will bring you
a quick windfall. Any new revenue initiative
takes time, and you want to be sure it fi ts
your board, staff, fi nancial, and member
enhancement needs.
Laurie Ford, president of Critical Path Consultants, Columbus, Ohio, is a program leader and author. E-mail: [email protected]. Copyright 2005 Laurie Ford.
Creating or increasing your nondues revenue, also called earned income, is a challenging
change. This change can mean a big investment of staff time and resources, so it needs to be well
designed, implemented, and evaluated
HEADQUARTERS 32
Most associations have a fi nancial cycle,
as well as a cycle of activity, of at least one
entire year: income from members in the
form of fees or subscriptions is paid on an
annual basis, so the majority of this income
is accumulated in the fi rst quarter of the
association’s year (which may or may not
correspond to a calendar year), whereas
expenditure is spread more evenly through
the twelve months.
Collected funds are deposited, then drawn
down gradually, but secure short-term sav-
ings accounts are paying exceptionally low
rates of interest. Most associations have no
funds available for long-term investment,
although some large charities revealed that
they had startling sums at risk when the
Icelandic banks failed.
In the current economic climate, those
responsible for running associations should
remain constantly aware of the state of
their fi nancial situation in relation to their
budget. Associations are advised to maintain
reserves
equivalent to
six months’
running costs,
simply to cover
the expense of closing
down if they are obliged to do so.
MEMBERSHIPWhat are the prospects for association
membership? It is likely that numbers will
shrink before they begin to expand again.
Still, retaining members is easier than
recruiting new ones. One can imagine that
it is a diffi cult decision for a prospective
member to take on a new expense, although
some feel the need for greater support
when times are poor.
Increasing membership fees appears to be a
quick way to increase income, provided the
association’s own procedures are followed.
But members have to agree to stay and to
pay - if an increase of 5% in the subscrip-
tion prompts 5% of members to resign, net
income is lower than it would have been
without the increase. Whether members
are individuals or companies, people feeling
nervous about their fi nances can cut costs
rapidly by cancelling association member-
ship. Associations have to tread a fi ne line
between keeping in touch with ex-members
to encourage them to rejoin when confi -
dence returns and sending so many remind-
ers that the former members feel harassed.
Cases where a membership fee is levied as a
proportion of company turnover may show a
considerable delay before association income
recovers, as results are assessed after the
THE EFFECTS OF THE CURRENT
ECONOMIC SITUATION ARE A CONCERN
FOR EVERYONE. ASSOCIATIONS MAY
FEEL THE REVERBERATIONS OF THESE
DIFFICULTIES FOR LONGER THAN SOME
KINDS OF BUSINESS. THESE ORGANISA-
TIONS SERVE AN EXTRAORDINARILY WIDE
VARIETY OF PURPOSES, AND HAVE MANY
FEATURES IN COMMON WITH EACH OTHER,
ALTHOUGH MASSIVE BONUSES, CREDIT,
DEBT AND MORTGAGES ARE NOT PART OF
THEIR VOCABULARY.
TEXT JUDY WICKENS, VOLUNTEER AT THE UIA, RETIRED SECRETARY GENERAL OF T.I.C. (TANB.ORG)
MAKING THE MOST OF YOUR REVENUE
U I A ı U N I O N O F I N T E R N A T I O N A L A S S O C I A T I O N S
HEADQUARTERS 33
close of a fi nancial exercise and conditions
may take a prolonged period to turn round.
SUBSIDIES AND GRANTSSubsidies or grants from the EU or other
public authorities are usually based on
a project system as opposed to general
maintenance. Promises already made will
not be withdrawn, but in the longer term
governments’ contributions may be reduced
before stability is re-established, resulting in
limited funds being available and rejection
of a greater proportion of projects.
The public
body’s own
administra-
tion would
be given priority over
grants for projects.
Associations’
applications
should be
meticulously
prepared, and,
if approval is
received, project
management
and reporting punctiliously observed. It is
always worth investigating which funds have
money in reserve, as the less obvious or well-
known may not be exhausted and a carefully
directed application may succeed.
SPONSORSHIPSponsorship is subject to short-term deci-
sions and fi rms can readily cut expenditure
here. Associations can respond by maintain-
ing their networks in the hope of renewing
relationships as soon as economic recov-
ery allows, meanwhile casting around for
potential sponsors whose activity is reviving
more quickly.
Associations with a slant towards environ-
mental or social purposes can benefi t from
a sponsor’s contribution of time and effort
amounting to a team-building exercise. The
company frees employees within working
hours to carry out such practical work as na-
ture conservation or redecorating accommo-
dation. Although no money changes hands,
all involved feel the advantage.
CONFERENCESConferences have been money-spinners in
the past but are less so at present. Three-
quarters of respondents to a UIA meetings
survey expected participation to drop in the
near future. If an annual assembly is a legal
obligation, the organising association should
maintain close control of expenditure, read
the small print on contracts (permanent
advice but not always followed) and allow
for low attendance until participants once
again feel justifi ed in spending on travel and
participation fees.
EXPENDITUREWith income at a static level or decreas-
ing, expenditure evidently has to be kept in
check. For associations which employ their
own personnel, the cost of staff is the largest
item in the budget. Associations are re-
nowned for functioning very effectively with
small numbers, so it is unlikely that reduc-
ing staff will be a possibility - this is not the
moment to allow service to decline and give
members any reason to resign. Sharing some
administration with similar associations or
outsourcing specifi c regular jobs such as
book-keeping can be considered, although
the time spent explaining the task or check-
ing the results should not be underestimated.
Part-time work is burgeoning and unemploy-
ment is high, so if a new recruit is required,
potential benefi ts and grants should be
thoroughly investigated.
The length of the activity cycle is a benefi t
for those who work in associations: tasks are
not the same day-in day-out, and experience
and know-how are built up rather slowly,
hence a rapid turnover of staff is a grave dis-
advantage. Staff members may be apprehen-
sive about their employment prospects, and
talking to them will reassure them, or even
reveal fresh ideas.
Offi ce rent is also a major item of expendi-
ture, but a removal to smaller or cheaper
premises is an upheaval which is often
painful to contemplate, and is itself a cost in
terms of transport, re-connection of services
and making known the new address, as well
as disruption to normal work.
Communication costs have diminished in
recent years as electronic means fl ourished,
although the cost of purchasing and upgrad-
ing equipment is not negligible. Sending a
fl urry of words may not be expensive if it is
done electronically, but messages only count
as communication if the recipient listens, just
receiving is not enough.
Associations will survive the economic
downturn, being creative and fl exible, fi nding
solutions, as they have in the past. The Un-
ion of International Associations has docu-
mented their activities for the past hundred
years and will continue to make available its
collection of information in the future.
www.uia.org
In the current economic climate, those responsible for running associations should remain constantly aware of the state of their fi nancial situation in relation to their budget
HEADQUARTERS 34
Established in 1946, CIDESCO is a volun-
tary organisation committed to enhancing
the standards of education in beauty and
spa therapies worldwide. Today, we have a
membership that includes 34 countries from
fi ve continents representing over 8,000
qualifi ed therapists/students, as well as more
than 250 CIDESCO accredited Schools and
a steady increase in the number of CIDESCO
Accredited Beauty Centres.
The annual CIDESCO World Congress & Exhi-
bition is a platform for the exchange of ideas,
the introduction of new techniques, protocols
and equipment, giving delegates the op-
portunity to network with colleagues from all
over the globe. CIDESCO Section Presidents
from the 34 countries attend to debate and
discuss future activities.
PLANNING A CONGRESS IN JAPANWhen planning our annual high-profi le
gathering of leading beauty therapy industry
professionals – this time in Japan – we were
certainly spoilt for choice and had a few exotic
and alluring alternatives in mind. However,
our choice of Kyoto as a host city, the Kyoto
International Conference Center as a venue,
and Japan as a congress destination, could
not have been better. We were delighted with
the warm reception and impeccable service we
received from our associates and contacts in
Japan in general - and Kyoto in particular.
Indeed, what an absolute pleasure the trip
turned out to be! On landing in Kyoto at Kansai
International Airport, our delegation was wel-
comed with time-honored Japanese gracious-
ness and hospitality. The seamless organisa-
tion of the CIDESCO Congress and Exhibition
was evident every step of the way – top marks
to the collaborative efforts of CIDESCO Sec-
tion Japan, the JNTO (Japan National Tourism
Organization) and the team at the Kyoto Inter-
national Conference Center. Their dedication,
professionalism and effi ciency with regard to
every aspect of our congress and exhibition
ensured a fl awless experience.
Our national section CIDESCO Nippon was
drawn to Kyoto for a number of reasons.
Aside from the city’s world-famous cuisine
and culture, the ease of transportation, ho-
tels located in close proximity to the venue,
a wealth of sightseeing opportunities for
delegates during their free time made the
venue a perfect choice.
AT KYOTO CONVENTION CENTERBounded by countryside, the Convention
Center and its facilities were spot on for an
international congress of this stature; and
even more so in light of the environmental
theme of the Congress.
The Convention Center was well equipped to
accommodate the various sessions we held
during the Congress, some of which included
demonstrations of manual techniques,
requiring more intimate settings in smaller
rooms. At the other end of the scale, the pro-
gram also included keynote lectures which
attracted over 1,000 attendees, all com-
fortably accommodated in the Conference
Center’s Main Hall. Capacity and versatility
aside, the Convention Hall also provides good
facilities for interpreters, who were neces-
sary for the majority of our events.
We also used the services of a Professional
Convention Organiser, which was invaluable
JAPAN IS A COUNTRY WHERE TRADITION, CULTURE AND
TECHNOLOGY MEET TO DELIGHT ALL THE SENSES. AS THE
HONORARY INTERNATIONAL PRESIDENT OF COMITÉ INTERNATIONAL
D’ESTHÉTIQUE ET DE COSMÉTOLOGIE (CIDESCO), I HAD THE
PLEASURE OF SPENDING FIVE DAYS IN KYOTO AT THE 58TH CIDESCO
WORLD CONGRESS AND EXHIBITION AT THE KYOTO INTERNATIONAL CONFERENCE
CENTRE FROM 12 - 14 SEPTEMBER 2009. ALL IN ALL, I WAS IMPRESSED ME WITH
THE GRACIOUS AND EFFORTLESS HOSPITALITY OF THE PEOPLE OF JAPAN, THEIR
METICULOUS ATTENTION TO DETAIL AND THE EMPIRE’S RICH ARTISTIC HERITAGE.
TEXT HELENE BRAMWELL, HONORARY CIDESCO PRESIDENT
THUMBS UP FOR JAPAN!A congress to remember in Kyoto
Japan’s effi ciency and professionalism and its wonderland of exciting cities made it the perfect destination for our congress
HQ> J A P A N
Helene Bramwell
HEADQUARTERS 35
in arranging such a large-scale event. They
worked closely with both CIDESCO and the
Kyoto Convention Bureau teams, assisting
us with liaison on all levels - from producing
the brochure to sourcing interpreters and
vendors; selecting appropriate accommoda-
tion, venues and menus; and planning social
events like the Gala Party - always a highlight
of our social calendar. The Gala Party had a
band and two geiko - trainee geisha - spon-
sored by one of the CIDESCO schools.
The Welcome Party, too, was an illustrious af-
fair, sponsored by Nippon Esthetique Kyokai
(meaning ‘organisation’) with an entertain-
ment line-up that included a band and stir-
ring performances by taiko drummers.
JAPAN IS ALL ABOUT HARMONYThe theme of the Congress and Exhibition –
Harmonising the Skin and the Environment
– was well suited to the host city, as Japan
prides itself on its contribution to global
efforts on sustainable living through initia-
tives like the renowned Kyoto Protocol of
1997. Moreover, the centuries old culture of
innovation is substantiated today in the city’s
position as a thriving centre of academic
research and technological advancement. We
were impressed to learn that, aside from its
well-known history, Kyoto is home to thirty
seven institutions of higher learning, as well
as to the international headquarters of mar-
ket leaders like Nintendo, Kyocera, Wacoal
and Shimadzu.
Having reigned as the imperial Japanese
capital for over 1,000 years, the legacies
of tradition and elegance are evidenced
throughout the city in all facets of life.
Kyoto’s designated seventeen Cultural World
Heritage Sites offered the perfect setting for
a congress dedicated to the global develop-
ment and future of the beauty therapy indus-
try. Indeed, it was the popularity of perform-
ing arts in Kyoto that spawned the cosmetics
industry in Japan centuries ago.
Framed by the striking sights and sounds of
its ancient cultural legacy, modern Kyoto is
bustling and progressive. Aside from taking
in its arts and crafts and splendid historical
sights, we sampled its excellent public trans-
port facilities via an extensive city subway
system, which whisked us from one end of the
city to the other, also giving us a taste of its
modern architecture, international fi ne dining,
shopping and round-the-clock entertainment.
I would highly recommend Kyoto as an inter-
national conference destination, as it is well
placed to give visitors a lavish experience of
the historical and traditional, alongside the
contemporary and technically advanced. It
has the ancient historical context and charm,
coupled with the benefi ts of a fast-paced,
modern metropolis.
Of all the countries we could have chosen for
our Congress, Japan’s effi ciency and profes-
sionalism, its wonderland of exciting cities
and exquisite restaurants, and the opportuni-
ty for delegates to visit natural wonders that
compete with its cultural treasures all along
the archipelago made it the perfect destina-
tion for our important event. It is a place that
continually delights and surprises.
> J A P A N
MORE INFORMATION
+ On CIDESCO: www.cidesco.com
+ On JNTO: www.jnto.go.jp
CONTACT
In order to work closely wit European-
based associations, the JNTO has a
dedicated Convention Manager located in
London. Any congress organizers inter-
ested in looking into Japan as a meeting
destination should please contact JNTO’s
London Offi ce.
Chad Shiver
Japan National Tourism Organization
London Offi ce
5th fl oor, 12/13 Nicholas Lane,
London, EC4N 7BN - United Kingdom
Tel +44 20 7283 2130
Fax +44 20 7626 0224
Kiyomizu Temple Kyoto International Conference Center
HEADQUARTERS 36
Melbourne’s many attractions include world
acclaimed art galleries and museums, a year-
round calendar of sports and cultural events,
including the Melbourne Spring Racing Carnival,
and impressive landmarks such as Federation
Square and the Arts Centre.
As Australia’s fashion capital, Melbourne’s styl-
ish shopping complexes include GPO and Chad-
stone Shopping Centre. For luxury shopping,
Crown and Collins Street exude sophistication,
while bargains are available at outlets such as
Harbour Town and DFO South Wharf. Some of
the city’s best retail can be found in its labyrinth
of laneways. Explore unique boutiques and ad-
mire the architecture of these historic walkways,
such as the 19th century Royal Arcade.
When it comes to food and wine, Melbourne
exceeds expectations with more than 3,000
restaurants, cafés and bars and around
75 ethnic cuisine types. Fusion food, Italian,
Chinese and Indian are all on the menu, while
celebrity cuisine is on show at Bistro Guillaume
and the Press Club.
The city’s night scene includes quirky rooftop
bars like Madame Brussels, friendly pubs,
‘hidden’ laneway clubs, and upmarket cocktail
lounges such as the Middle Eastern inspired
Spice Market.
Melbourne’s comprehensive infrastructure
includes an excellent selection of more than
24,100 accommodation rooms, providing a
wealth of choice and price points for conference
delegates.
CSR EVENTS MADE EASY IN MELBOURNE With the world’s fi rst ‘6 Star Green Star’ envi-
ronmentally rated convention centre, new tools
to manage environmentally responsible events,
green incentive experiences to re-energise, and
a CSR-awarded Convention and Visitors Bureau
providing advice on all Business Events needs,
Melbourne’s expertise in environmentally and
socially responsible events is second to none.
MAXIMISE REWARD, MINIMISE ENVIRONMENTAL IMPACT
Melbourne proves that business can be mixed
with pleasure, and can actually benefi t the
environment.
Delegates can participate in coastal regenera-
tion programs along Victoria’s Surf Coast - a
great way to contribute to the environment’s
sustainability, whilst also enjoying a uniquely
Australian experience. Other experiences
include learning about and sampling delicious,
sustainable Australian ‘bush tucker’ with celeb-
rity Indigenous Chef, Mark Olive, as he hosts a
‘Chef’s Table’ at one of Melbourne’s environ-
mentally-awarded fi ve star hotels.
Melbourne is also surrounded by wildlife parks
and sanctuaries, including the Koala Conservation
MELBOURNE IN VICTORIA, AUSTRALIA, IS A VIBRANT CITY BY THE BAY OFFERING
THE BEST IN WORLD-CLASS INFRASTRUCTURE AND COSMOPOLITAN CITY EXPERIENCES,
WITH A PROVEN RECORD IN HOSTING MAJOR INTERNATIONAL BUSINESS EVENTS.
MELBOURNEA city of substance, style and sustainability
HQ> M E L B O U R N E
Melbourne night skylineMCEC Grand Banquet Room
MCEC
HEADQUARTERS 37
Centre at Phillip Island, allowing delegates to
meet ‘face-to-face’ with wildlife in their natural
habitat.
Incentive programs can be low carbon impact,
whilst also giving back to the community.
Melbourne’s largest incentive event to date,
the 2008 Amway China Leadership Seminar
Program, raised $57,000 through a health run
around Melbourne’s Royal Botanic Gardens, with
money raised supporting Berry Street - a charity
caring for Melbourne’s most vulnerable children.
For indulgence with minimal environmental im-
pact, Li‘tya Spa treatments re-energise through
Aboriginal healing techniques, followed by a spa
overlooking Melbourne’s picturesque bay.
ENVIRONMENTAL TOOLS EMPOWER EVENT PLANNERS
Melbourne offers a suite of innovative,
Australian-fi rst tools for planning low carbon
impact events.
These include the free Melbourne Convention
+ Visitors Bureau (MCVB) Carbon Calculator.
Developed with the Carbon Reduction Institute,
it calculates the carbon emissions of events
held in Melbourne, including those held at the
Melbourne Convention and Exhibition Centre
(MCEC), and provides advice on offsetting
carbon emissions. Other tools include MCVB’s
green incentive travel website, including
itineraries, and ‘Melbourne’s Green Credentials
Report’, detailing the green initiatives of local
Business Events suppliers, including caterers
and venues.
The MCEC also offers green tools, such as
‘green power’, where equivalent power usage
is purchased from a renewable energy source,
and has created the M Green micro-site which
includes information and advice on incorporat-
ing green solutions into events.
SUSTAINABILITY MADE SIMPLE
Holding meetings at the MCEC demonstrates a
commitment to sustainability. The Melbourne
Convention Centre is the fi rst and only conven-
tion centre with a ‘6 Star Green Star’ environ-
mental rating, representing world leadership
in ‘green’ design and operational features. The
achievement of a ‘6 Star Green Star’ environ-
mental rating is based on a mix of initiatives
that creates a natural environment, reduces
overall energy consumption and uses minimal
non renewable resources, ensuring conference
delegates experience a natural and healthy
environment.
Specifi c features include an expansive glass
façade providing an abundance of natural light to
the foyer and pre-function spaces; solar hot water
systems; light fi ttings and switches selected and
positioned in order to minimise energy consump-
tion; and radiant slab heating and cooling to pro-
vide energy effi cient occupant thermal comfort
and to reduce air conditioning requirements.
The MCEC’s commitment to sustainability goes
beyond the design of the building and into the
chef’s kitchen. The MCEC food and beverage
team pride themselves on delivering the best
quality produce provided exclusively by local
and regional producers and farmers. The MCEC
supports local wine growers, with all wine
sourced from a variety of boutique and small
vineyards across Victoria’s world-renowned
wine regions.
BENEFIT FROM MELBOURNE’S AWARD-WINNING WAYS
Both MCVB and MCEC have been awarded for
their CSR initiatives, and can provide advice and
assistance in holding a socially and environmen-
tally responsible event in Melbourne.
In 2009, MCVB was awarded Australia’s Best
Convention Bureau, and was awarded a CSR
award, at the Meetings & Events Australia State
Awards. The MCEC’s string of environmental
awards include the 2009 IMEX Green Meetings
Industry Council Award for environmental inno-
vation, the 2009 Urban Development Institute
of Australia Environmental Excellence Award
and the Banksia Foundation Built Environment
Award 2009 - Australia’s most prestigious envi-
ronmental award.
HELP AT HANDMCVB assists in Business Events bidding, plan-
When it comes to conferences, the World Conference Center Bonn is precisely what gives the city a unique character
HEADQUARTERS 40
GREEN MEETINGSWith an attendance of more than 17,000
people from 193 countries, COP15 was the
biggest conference the Bella Center ever
organized - especially of this duration, i.e. 2
weeks! And because of the exposure the city
got worldwide, the timing was ideal to profi le
the Danish capital and differentiate it from
other European capitals.
First, the Bella Center heavily invested to be
one of the greener centres in the world. In
addition to energy-saving measures - like in-
stalling LED lights and more effi cient heating
systems - it now only offers fi ltered tap water,
Freetrade coffee and will prepare organic
meals on demand. During COP15, 65% of
the products served were organic and there
was even a ‘climate kitchen’ for the hardcore
fans of organic food. Of course, one must not
forget the big windmill currently dominating
the parking lot of the centre, which produces
electricity corresponding to the daily con-
sumption of 300 households.
GREEN HOTELSFor smaller meetings, hotels are defi nitely
another option worth considering. In this
particular area, I was impressed by the
Scandic Palace Hotel, situated in the heart
of Copenhagen, right on the Town Hall
Square. All in all, the hotel, part of the Swed-
ish chain which started taking green initia-
tives in the early nineties, can advise you
on how you can meet and not have a heavy
impact on the environment. For instance, the
hotels of the Scandic chain provide white
boards, eco-labelled papers, Freetrade coffee
and offer organic food if needed.
GREEN TRAVEL & FOODThe good thing when commuting in Copenha-
gen is that a) it’s easy b) everything can be
done by public transport. The city indeed
boasts quick metro lines and a vast network
of buses. If you’re in a sporting mood - and
if the weather allows it - you can also grab a
bike, like most of Copenhagen’s commuters,
and cycle to your meeting: it’s safe as most
of the roads have built-up bike lanes!
A green stay in green Copenhagen would
not be complete without a meal in one of
the city’s organic restaurants. I personally
enjoyed a night out in BioMio, in the former
meatpacking district, which has nothing to
do with the organic, most of the time
vegetarian restaurant you can expect.
In addition to catering for large parties, it
serves meat and fi sh, along fresh organic
food as lamb meatballs or spinach salad!
ATTENDING THE BEGINNING OF COP15 LAST DECEMBER IN COPENHAGEN WAS QUITE
AN EXPERIENCE. FIRST BECAUSE IT FELT LIKE YOU WERE AT THE CENTRE OF ALL THE
WORLD’S ATTENTION. SECOND BECAUSE I GOT TO HAVE A KIND OF ‘BEHIND THE SCENES’
LOOK AT HOW A BIG, GREEN CONGRESS IS ORGANIZED IN THE CAPITAL OF DENMARK.
AND LET ME GET ONE THING STRAIGHT RIGHT AWAY: WHEN IT COMES TO TAKE GLOBAL
WARMING SERIOUSLY, COPENHAGEN TAKES PRIDE OF PLACE.
REPORT RÉMI DÉVÉ
COPENHAGENgreen from top to bottom
HQ> C O P E N H A G E N
Because of the exposure Copenhagen got worldwide during COP15, the timing was ideal to profi le the Danish capital and differentiate it from other European capitals
Come on in, we’ve got plenty of room for all of you
Feel free to bring your next convention to Copenhagen – the capital of sustainable meetings. Feel free to be inspired by Denmark’s wide open spaces –indoors and outdoors.
