The meetings and conferences industry is not immune from the sluggish economy. In fact, it is more appropriate to say that these activities are considered overhead that is expendable in the eyes of many financial management executives.

As we work diligently and collectively to reduce expenses that may be considered unnecessary, it is more important that we explore all of the options available before making rash decisions, signing contracts, communicating agendas to hundreds of participants and selecting venues appropriate to meeting orchestration.

Postponing, cancelling projects, or attempting to achieve the same benefits derived from meetings and conferences by other means may be more costly than following through with the program.

To save money, start from the beginning. Evaluate the need. Evaluate the costs and benefits. Evaluate alternatives.

Once it is clear that the conference is the most logical step in the learning or training process, the best way to mitigate the possibility of overspending, or worse, cancellation, is to select one of Arizona's meetings and conference companies that are screened and contracted for their experience, longevity, and commitment to the state's collective objectives for fiscal responsibility.  The state has approved approximately a dozen qualified meeting and conference companies that are willing and able to facilitate the planning and orchestration of these events that can benefit the process from the start. 

Conference managers draw upon decades of contacts and significant expertise to source appropriate venues, negotiate the best rates, generate value-added benefits at no extra cost, create packages that improve participation, automate the registration process through web-based systems, review risk management issues, and include or eliminate clauses in contracts that are detrimental to the state's current and future goals.  Further, the management and administration of meetings can detract from the organization's core responsibilities and operating mission, complicating the process and increasing final costs.  Giving the management and administrative responsibilities to an already over-burdened administrator increases the probability for errors and oversights that may be addressed early by a professional conference management company.

In terms of cost and related benefits, consider this. An average meeting of 200-300 participants, as an example, may require up to 100 – 150 hours or more of initial development, administration, reporting, accounting, risk management, and on-site facilitation. While the scope of the work will vary with each project, the costs incurred by the agency for conference management assistance should, nonetheless, be off-set by the efficiencies and negotiation power available through the expertise of the partnering firm. This is especially true in times of recession when contacts, networking, and existing relationships can lead to lower rates, better concessions, a greater willingness to modify contract clauses to meet state requirements, and eliminate or significantly reduce cancellation penalties.

Government agencies also have a responsibility in securing lower rates. Venues that have fewer meetings during a three week period are more likely to extend discounts than those in high demand most of the year. The key to finding the best deals is pursuing due diligence, asking the right questions, providing accurate data, correctly estimating attendance, automating as much of the process as possible and engaging conference-management expertise.

The bottom line is this: To reduce costs and the impact of conference planning and management on limited budgets, state agencies can reduce internal overhead and administrative burden by partnering with a contracted professional team who is committed to government projects, issues, terms and restrictions, and who will advocate for the greatest value at the lowest cost. 

-David Ryder is managing director for Veer Consulting of Scottsdale.