CCA ’ s Global Association Meetings Protocol identifies the following four pillars :

1 . Sustainability , equity and legacy The survey results showed that association clients are prioritising sustainability ; equity , diversity and inclusion ; and legacy impacts more than other themes when it comes to the role that CVBs play in securing and supporting the development of business events .

The most noticeable gap across the entire survey is how clients and CVB / CBs prioritise the long-term legacy impacts from business events beyond the short-term business objectives . The # 1 strategy for clients was : “ Work closely with associations to help them achieve their legacy objectives ,” while CVBs ranked it # 70 . Business event-specific convention bureaus ranked it much higher at # 22 , but that ’ s still a significant gap .

The other seven strategies in this pillar all focus on the impact that business events have on the environment and the local community . Association clients are facing increasing pressure from their organisations and partners to be more transparent about how they ’ re collaborating with host destinations to decrease environmental impacts and increase benefits to a wider breadth of community members and stakeholders . Those strategies are :

• Work closely with associations to help them achieve legacy objectives

• Balance the need for growth with responsible and sustainable development

• Develop a sustainable tourism and events strategic framework

• Protect and steward the natural environment and our authentic social and cultural characteristics

• Improve equity , diversity and inclusion across organisation staff

• Elevate the destination brand by promoting progressive people and organisations invested in sustainability and equality

• Develop new KPIs to better measure the economic and social impact of tourism and business events beyond visitor volume

• Increase collaboration with local community organisations to address social issues .

2 . Crisis planning and mitigation Covid-19 exposed systemic gaps and weaknesses across our industry in terms of how we ’ re prepared to adapt to a global crisis . Also , it ’ s not just about being prepared for a once-in-a century pandemic . Many destinations face a host of smaller yet ongoing economic , social and environmental challenges that can impact the success of any event .

Two of the top 10 strategies for clients are : ‘ Pay close attention to safety , health and security as a strategic consideration in future planning ’, and ‘ develop a much more comprehensive crisis management strategy with new protocols related to all types of crises ’. Clearly clients are asking for their partner destinations to be much more ready for unexpected shocks .

Overall , clients feel CVBs need more effective mitigation strategies in place to be more agile and share risk more evenly .

Above : Senthil

Gopinath

“ The # 1 strategy for clients was : ‘ Work closely with associations to help them achieve their legacy objectives ’, while CVBs ranked it # 70 … a significant gap ”

3 . Strategy , client , CVB

• Pay close attention to safety , health and security as a strategic consideration in future planning

• Develop a more comprehensive crisis management strategy with new protocols related to all types of crises

• Expand networks and collaboration with health , safety and security organisations to improve the destination ’ s resilience

• Increase direct involvement in risk assessment and mitigation strategies for business events

• Engage in scenario planning and be prepared for future disruptions and opportunities .

4 . Advocacy and policy Destinations worldwide have been advocating for responsibly reducing barriers to travel throughout Covid-19 , and clients highlighted the need for continued efforts there . In terms of diversifying revenue for the organisation , and increasing advocacy efforts within the destination , both clients and destination leaders ranked those strategies highly .

During the last decade , destination organisations have also been collaborating with local leaders in advanced industries and scientific / educational institutions to help attract business events in those industries . Association clients clearly continue to see value there , calling for expanding engagement with universities , research institutions and advanced / creative industries to better attract high-value business events .

They are also keen to develop outreach programmes in the local community to broaden industry networks .