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Weekly UpdatesThis checklist is for those who are responsible for planning a conference. Conferences can be productive and memorable if they achieve the objectives of both the organisation and the delegates. Alternatively, they can be disorganised, the material irrelevant and a waste of delegates' time. The difference between the two is careful and detailed planning of the whole process, from the setting of objectives to the studious observation of protocol at the final dinner. If any detail is left to chance, and something goes wrong as a result, then the conference will be a failure for someone, and this can rebound on the organisers and the host organisation.
Definition
Conferences are held for many varied reasons--promotional, in-company, educational or sales based, to name a few. This checklist concentrates on conferences run for profit.
Basically a conference is a gathering of speakers and delegates meeting to solve particular problems, take specific decisions, discuss or learn about issues of mutual interest, publicise services to potential markets, or discuss cooperation with other bodies.
Action checklist
1. Establish the need for a conference
If you have never organised a conference before, be warned; relative to some other methods of achieving your objectives planning a conference can be very expensive and time-consuming. Ask yourself:
* whom you want to reach
* what you want to say, ask or discuss, and why
* how and where you want to say it.
By answering these questions you will both determine whether a conference really is the most appropriate and cost-effective way of achieving your objectives, and establish an initial set of objectives for planning the conference itself.
2. Set up a committee to plan the conference
Conferences are best planned by a small committee, which will set detailed objectives and a business or promotional programme. Remember, however, that the committee needs to be action-oriented.
3. Appoint a Conference Manager
The Conference Manager, appointed by the committee, has ultimate responsibility for the success of the conference, and should have experience in dealing with people at all levels and a motivation for handling conferences. The Conference Manager should:
* understand every detail of what is required and cross check with the conference committee regularly
* have full authority to negotiate over venue and with external parties involved. Enquiries should be directed to the manager when there are questions to answer, problems to solve or decisions to take.
It is possible to engage the services of a professional conference organiser. Although this can be expensive, it can also prove not only desirable but also cost-effective for large or complex conferences.
4. Prepare a schedule
It takes time to organise a successful conference. Appropriate venues are often booked up a year or more in advance. Consequently, the Committee and Manager must work out a schedule which will allow sufficient time to book a suitable venue, find appropriate speakers and send out publicity. The Manager must also begin to think of the multitude of other considerations which accompany a conference, such as:
* access and parking
* comfortable space for an unknown (although targeted) number of delegates
* presentation equipment and visual aids
* accompanying exhibition (or not)
* information helpdesk
* access to phones, fax or email for delegates
* catering and special diets
* range of accommodation requirements.
5. Draw up a programme
The business programme (drawn up by the Committee) should meet your objectives completely. Identify a range of speakers who should be experienced, sincere and convincing. Remember that poor presentation of first-class material can destroy a conference session. Plan the presentation schedule to ensure the attention of delegates is held (people usually concentrate for 25-30 minutes maximum before needing a break). In the programme make an allowance for:
* breaks between presentations
* extended refreshment breaks
* light lunches to prevent delegates from dozing off in the afternoon session (if serving alcohol do so in moderation)
* a few light relief presentations sandwiched between heavier presentations
* the right balance between inter-active, lecturing and discussion sessions
* the right balance between work and leisure.
Draw up a social programme as it is to the organiser's and delegates' advantage to remain together most, if not all, of the time.
6. Approach and book speakers
From the list of possible speakers identified, approach and confirm a booking with each of them as soon as possible. Once the booking is confirmed, agree the content and format of each speaker's presentation. Approach and book reserve speakers too, in case of last minute problems.
Remember to stress--and re-stress--the timing of the presentations as most speakers overrun. At least one dress rehearsal is advisable--schedule a date and ensure the speakers can attend.
7. Identify your delegates
The choice of delegates is closely linked to the conference objectives and is not quite as straightforward as might be imagined. A sales conference, for example, will have salespeople as its delegates, but who else will attend? Will you invite partners? Who will help educate your salesforce--the marketing department? Technical people? External consultants? Will you invite customers or potential customers?
8. Select a venue
Once the format of the conference, the speakers and the intended delegates have been determined, the Conference Manager should provide a list of suitable venues which fall within the financial guidelines set by the committee. Venues can be identified through personal knowledge, word of mouth or through placement agencies. Consider the location of the venue. How far will the delegates have to travel? Is it accessible by road, rail and air? Are there other attraction nearby that may attract or distract you delegates?
The venues must be visited by the Manager to compare them and ensure they meet all specifications. It is worth remembering that hotels provide special all-in conference rates and are often cheaper off-season and at weekends. More recently, universities have come into their own as conference venues. Many have upgraded Halls of Residence to provide comfortable, if not lavish, accommodation.
When making the visit the Manager will obviously be given the VIP treatment. Every opportunity should therefore be taken to observe the treatment other guests are receiving. If necessary, take up references from other organisations which have held conferences there.
The conference room is of prime importance. Size of room is the obvious first consideration, but in addition it should have:
* pleasant overall surroundings
* ceiling height in proportion to the size of room (a low ceiling can depress delegates)
* first class PA system (if the system is inadequate suitable equipment should be hired)
* efficient but quiet air-conditioning
* efficient black-out
* easy access for frequent exits and entrances
* comfortable seating.
Have a look in the bedrooms, both standard and executive, to check that they are clean and have the facilities your delegates will expect.
Are the catering facilities adequate to cope with the number of delegates who will be attending? Ask for some sample menus. Look at the dining area.
Check how the hotel will deal with the sudden arrival and departure of your delegates. Ask how they will deal with people who arrive at 2.00 am. A separate conference reception desk can deal with this problem efficiently and this can also serve as a conference enquiry desk throughout. Are leisure facilities available?
9. Advertise the conference
Now you have clear information on who you wish to attend and details of the venue and speakers it is essential to advertise the conference as widely, or as accurately, as possible. The Committee should have identified possible advertisers at an early stage.
10. Assemble a delegate information pack
As soon as arrangements allow, registered delegates should be sent a pre-conference pack containing details of:
* objectives of the conference and an outline of the programme
* arrival instructions
* hotel details (telephone number, map etc)
* details of what delegates are expected to pay
* name of the conference manager and assistant.
11. Get the atmosphere right
Getting the right atmosphere is vital, although there are no formulae for it. Panic and last-minute rush are obviously to be avoided; calm efficiency, courtesy, and friendliness should be aimed for. Even a very well planned conference can flop if the atmosphere isn't right.
12. Debrief after the conference
During the conference, the Manager must concentrate solely on the administration of the event and the domestic needs of the delegates. The Conference Manager should have an assistant and sufficient other staff support.
Finally, those involved should hold a debriefing. Was your conference a success, what lessons have you learned? Add any action points to your checklist for the next conference.
Dos and don'ts for the Conference Manager
Do
* Pay attention to details and re-check them with all concerned.
* Have contingency plans to deal with unexpected problems such as illness or guest speakers who are unavoidably delayed.
* Be a perfectionist to the extent of being a nuisance. If your conference fails on account of an avoidable error, you could be worse off than you were before you decided to hold it.
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