Negotiation Techniques

(Source: Professional Meeting Management, third edition, published by the Professional Convention
Management Association.)

The following general principles must be remembered and applied to negotiations for any site, service, or
supplier. By following these simple guidelines, a meeting manager can utilize the methods and lessons of
meeting management in a more efficient manner.

Remember!

• Present and maintain a professional attitude.

• Control stress and tension.

• Avoid politics and egos.

• Take time to gather all facts and requirements beforehand.

• Meet with the proper hotel or site people who have the authority to make decisions.

• Know all the following Do’s and Don’ts.

DO

• Define the purpose and objectives of the meeting.

• Know the event.

• Have printed copies of meeting plans available.

• Make key contacts in all services and sites.

• Follow up frequently.

• Obtain peer referrals.

• Contact union stewards before an event at a union venue.

• Communicate with clarity and outline everything in writing.

• Make all agreements part of the written contract.

• Possess the authority to make a decision (or sign a contract).

• Possess the authority to make a decision (or sign a contract).

• Be ethical.

• Ask questions.

• Listen and pay attention.

• Minimize all distractions.

• Verify all legal clauses of the contract with an attorney.

• Know the budget.

DON’T

• Sacrifice quality for cost.

• Make unreasonable demands.

• Insist on being the final authority.

• Be inconsiderate of a supplier’s profit margin and business needs.

• Escalate and overestimate needs.

• Hesitate to ask questions.

• Be apprehensive about negotiating for everything required.

• Promise what cannot be delivered.

• Lie or misrepresent.

• Jump at the first offer.

• Pass up a good deal based on a personality conflict.

• Be intimidated.

• Hesitate to advise the facility of changes.

M&IT director of events Robin Paisley.

Since every meeting is different, the following is a guideline of possible things meeting planners can include when creating a post-conference survey.

Planning the Survey

• Make it a priority. The survey is one of the most critical tools for measuring the success of your meeting/event. Start early, to avoid rushing through it. Give yourself ample time to consider key questions.

• Use last year’s as a guide. Did you get the right information or were the answers vague? Do your questions need to be re-phrased?

• Think beyond. Can your survey also be used for another purpose, such as an employee survey or research project?

• Don’t ask any questions if you will not use the answers. For example, if you are not going to change the venue, then there is no sense asking for attendees to rate it.

Audience

• Know your audience. What is their tolerance for survey length? Typically, internal audiences will complete longer surveys than public/external audiences.

• A survey should benefit both you AND your delegates, so consider making your findings available to them. Sharing this information adds value and helps delegates justify spending their time and money. For example, everyone who completes the survey gets a summary of the results.

• Don’t be afraid to bribe them a bit. Sometimes, a small token can be a great driver to completion (think gift cards, reward points or even vacation days – a great option for internal meetings).

• Anonymity should be considered. Will you receive a higher or more honest response if delegates remain nameless? If dossiers are important, create an “About You” section with additional information, such as seniority, regional offices or job categories.

Measurement

• Use closed and open-ended questions. Give delegates an opportunity to speak. Open questions can generate powerful ideas, but can also be much harder to tally. Use them, but sparingly!

• Don’t just ask what they want to see next. This question is invaluable, but often left for the end of surveys, when respondents are ready to finish. Rather, make this a multiple-choice question, with space for comments.

• Include your sponsors or key stakeholders. Include questions that will demonstrate your sponsors’ ROI and/or engagement at your event.

• Don’t be afraid to ask questions that directly measure the event’s goal(s). For example, if the goal was sales training, don’t be afraid to ask if the attendee learned anything. A ‘no’ can be more constructive than a ‘yes.’

Impromptu Feedback

Haven’t experienced the instant feedback of social networking yet? Get prepared! Today’s delegates instantly review content, venues and services and share them via Twitter, Facebook and LinkedIn. Monitor these sites, especially if you’ve used them to market your event. These real-time comments can dramatically impact your event and your sponsors and can even affect attendance.

Tips for online surveys

• Limit the number of characters for text boxes. It forces people to be concise.

• Tell them how long it will take and be honest about it. There is nothing worse than starting a survey, only to realize it takes 30 minutes to complete.

• If there’s instant polling, provide a link to the results at the end.

• Timing is everything. Get feedback within 48 hours of the event. You will get a much higher answer-rate.

• Have your online post-survey programmed and ready to go before your event starts.

• Consider doing an online pre-event survey. You can ask for feedback on developing the content or if you ask similar questions to the post-survey, you can measure how much your event moved the needle.

Related Articles

Holiday Event Planning Checklist

Site Inspection Checklist

Accessibility Checklist

When it comes time to conduct a site inspection, it’s crucial for meeting planners to ask the right questions, to make sure the property meets all their needs.

Below is a comprehensive site-inspection checklist, written by David Chilton and Jennifer Wood, of FAMTripTV.com. Make notes, ask plenty of follow-up questions and photograph noteworthy features, for your records.

FACILITY

• age of the facility

• renovation history and plans

• star rating

• key selling feature

• time and distance from airport or hub

• proximity to shopping, entertainment and cultural venues

• language of service personnel

• dress code

• overall cleanliness, maintenance and quality of finish

• onsite activities:

o pool

o spa

o fitness centre

o other:

• parking and arrival procedures for groups

• safety on/off property: security, risk mitigation plan, nearest medical facility

DINING

• food sampling: taste, presentation, portion size, price

• flexibility of group menu design

• site of kitchen/back of house

• in-room dining hours

GUESTROOM SERVICES

• # of guest rooms

• room types, sizes, distinguishing features

• capacity per room: adjoining spaces

• run of house or as specified

• wireless or high-speed Internet connections: included, negotiable, price

• security: doors, windows, in-room safe

• overall cleanliness and maintenance

• quality of amenities

• linens and décor

• flexibility of room

• VIP options

MEETING/EVENT SPACES

• square footage

• capacity

• ceiling height

• obstructions

• configuration flexibility

• décor

• natural light

• in-room technical controls: lighting, temperature, audio, windows

• in-house/outsourced AV company

• outdoor facilities

• overall cleanliness, maintenance and quality of finish

• business centre access and facilities

• proximity to:

• washrooms

• other event spaces,

• elevators/stairs

• lobby and other public spaces

• cloak room

• Determine budget, theme and create a guest list. Consider your entire company group/division, not just the sales team. Also, will suppliers/customers be invited?
• Choose a venue well in advance.
• Prepare and send invitations 8 – 10 weeks in advance. There are only so many weekends in December.
• Hold spouse-welcoming events on evenings and weekends.
• Events on a Saturday night tend to be more formal and lavish. If it’s a family affair, consider a Sunday brunch.
• Select entertainment to match the group’s demographic.
• Book audio visual, group transportation, temporary staffing, security, etc. as required. Get your venue involved. They usually have great contacts.
• Determine food and beverage requirements. Don’t forget to ask your guests about food allergies and preferences.
• When thinking food and beverage, is a full or part bar required? Be sure to have plenty of non-alcoholic beverages available. Avoid liability and keep guests safe by maintaining a watchful eye for over-indulgers. Have designated drivers or taxi chits on hand.
• Order gifts or goody bags for takeaways well in advance. Consider making a group charitable donation as part of the holiday festivities.
• Budget- or time-strapped? Move your holiday party to January or February. Facilities are in less demand and providers are more flexible on timing and price. In the middle of winter, people will welcome a chance to celebrate.

No planner likes to imagine a medical emergency occurring at an event or on an incentive programme. But accidents happen, so planners must prepare for the worst. Sandy Neil, business development specialist, travel, at CAA Manitoba, has encountered several medical emergencies with groups and has put together her own preparation routine.

• Part of Neil’s pre-conference meeting checklist involves finding out if there’s a doctor or nurse on-site, locating the medical office and verifying its hours of operation.
• At the pre-con meeting with resort staff, Neil identifies a go-to person she can call in an emergency.
• Another tip: determine the facility’s response policies and on-site medical capabilities, including defibrillator equipment and first-aid rooms.
• If she has a choice of insurance companies, Neil prefers a carrier providing a 24-hour 1-800 number, with operators who speak English. This prevents situations such as the one she faced in Cancun, where the insurance-helpline operator spoke little English, was not familiar with local medical facilities and directed Neil and her attendee to a non-existent hospital.
• With any activity involving a boat or water, Neil finds out, before the group boards, who can swim.
• Although Neil notes that she’s not responsible for an individual’s behavior, she does monitor alcohol consumption and will try to find a ‘buddy’ to take care of anyone who appears to have drunk too much. If her attendees are at a group function off-property, she makes sure that no one is left on their own or left behind.
• Neil uses reputable Destination Management Companies (DMCs) in-destination and reviews all safety procedures during the pre-conference meeting prior to the group arrival or group event.

ON-SITE medical-preparednessess tips:

• Tailor your risk assessment to each event, keeping in mind potential emergency medical needs, hazards, specific participant demographics, the aim of the event, planned activities and the venue’s characteristics.
• Assess the need for vehicles (for transporting injured participants) and specialized equipment.
• For events of fewer than 500 attendees, it’s usually enough to have staff members trained in medical aid, especially if the venue is close to a hospital. For events larger than that, consider hiring emergency service personnel, allotting one medical technician for every 1,000 to 3,000 participants.
• In a remote location, it’s a good idea to hire on-site ambulances, along with mobile medical facilities. Air-medical resources should also be considered.

– Don.Douloff@mtg.rogers.com

Venue

• Adequate parking spaces reserved for disabled persons near the main entrance?

• Clear walkway with ramps to entrance?

• Attendant available to assist delegates?

• Adequate room in front of a doorway?

• Doorways easy to open and wide enough?

• Reception desk low enough to accommodate wheelchairs?

• Signage clearly posted?

• Carpeting or area rugs securely in place?

• Adequate room to move around in reception halls or foyers?

• Proper elevator access?

Public Facilities

• Adequate room for a wheelchair in the washrooms?
• Grab bars for people with limited mobility and in wheelchairs?
• Mirror, hand-dryer and paper towels low enough for everyone
to access?
• Public telephones low enough for everyone to access?
• Proper lighting for visually impaired people to see
numbers when dialing?
• Volume adjustment for people with hearing impairments?

Food & Beverage
• Tables have proper leg-room and easy access for people in wheelchairs?
• Proper lighting for visually impaired people to read menu?

Meeting Space
• Layout and design accommodates any delegates
with disabilities?
• Aisles wide enough for easy access?
• Designated seating to accommodate participants
with special needs?
• Proper lighting?

Accommodations
• Furniture arranged to allow for easy access to dressers?
• Bed easily accessible from both sides?
• A table or desk high enough for people in wheelchairs?
• Light switches flat, wide and low enough for people
in wheelchairs?
• Bathrooms with ample room?
• Grab-bars placed near toilet and bathtub?
• Doorway wide enough for wheelchair access?

• Walk the Talk. Before selecting a venue, schedule a “walk-through” with security consultants and on-site security officers to note potential hazards.

• Question Period. During the walk-through, question security personnel on fire drill and evacuation procedures, emergency communication systems, parking restrictions and staff security training.

• Be a Newshound. Stay attuned to local news or events that may affect your gathering. Background research, for example, could prevent you from scheduling an annual meeting at a downtown hotel on the same day a protest or parade is scheduled nearby.

• Look for Liability. During the site inspection, check for anything on site that requires protection from theft or damage. You could be held liable.

• Make Yourself Known. On the day of the event, be accessible; security personnel must know you are the main contact person. Conversely, attendees must know you are in charge should something go wrong.

• Keep Connected. Be sure all team members are up to speed on emergency procedures. As well, ensure you are linked through two-way radios or cellphones. Have direct access numbers to police, fire and medical staff.

• Emphasize Accountability. Make it clear to upper management that security is paramount and no one is immune to following procedures. If?proper identification is a prerequisite, all employees must display it. The “everyone knows me” theory won’t cut it.

• Take Security Seriously. Respect your attendees’ feelings about security measures. Don’t trivialize their potential sensitivities.

• Stay on Guard. Be prepared for the worst – never think an event will run without a hitch. Each venue and situation presents a new challenge.

• Manage the Crisis. If something goes wrong, stay calm and maintain a leadership role. Sound communication is critical. Be the focal point of?the communication process.

• Be a Calming Influence. Remain as consistent as possible in your dealings with attendees. And remember: proper security measures will put their minds at ease, so they can concentrate on the business at hand.

Staying fit and focused during an on-site programme can be a tricky balancing act for a planner who needs to stay cool, calm and collected through any emergency (real or imagined). Just keeping energy levels up to deal with the day-to-day execution of a conference, trade show or annual meeting can be a tough slog. At the start of the busy fall season, we asked a few meeting planners to share their secrets for staying fit and healthy while they’re on the road.

EATING AND DRINKING
Leila Weller, Toronto-based associate director of national events for Bell Canada, says her company recently hired a dietitian to talk with event planners on how to balance their hectic lifestyle with healthy eating.

On the road, Weller travels with a container of almonds, rye crackers and meal-replacement bars. One month before an event, she makes a concerted effort to drink three litres of water every day. On-site, she schedules meetings with banquet managers around breakfast or lunch time so that she is guaranteed to eat something.

Terri Stinger, marketing manager, events and sponsorships for RBC Insurance Services Inc., based in Mississauga, Ont., says “If I am staying anywhere for more than a day or two, I make a point of buying fresh fruit to keep in my room for a late night or very early morning energy boost.

As a meeting planner, you make sure everyone else has eaten a wonderful meal, but sometimes you don’t get a chance to eat properly yourself.”

“Staying healthy on the road is very tough indeed,” says Sandra Wood, CMP, annual meeting manager with the Canadian Medical Association, based in Ottawa. “On our longer events [over a week on the road], we arrange to have comfort food in our on-site office like macaroni and cheese, tomato soup, Rice Krispie squares and oatmeal for breakfast. I try to eat the same type of meals I eat at home, and try not to get tempted by eggs Benedict too often.”

Kathryn Handford, event director with the Canada Running Series, based in Toronto, says she “drinks more water and I don’t overindulge in coffee or alcohol. At dinner, I sip slower, to prevent clients from ordering me another drink, and I quietly indicate to the server not to refill my glass.” She also eats lighter meals and tries to keep yogurt and fruit in her hotel room.

SLEEP
As we all know, but often don’t practice, Stinger stresses that “sufficient sleep is critical.” But she says, “With so many details flying around in our brains, how can you find the peace and tranquility to get a good night’s rest?” Her answer: “I make sure I have my checklists with me to help calm any anxieties. The more prepared you are up front, the easier it is to cope with on-site surprises.” Paul Butler, president of Planit WorldWide Corporation, based in Mississauga, Ont., says he tries to get enough rest at night. “Remember, you are ‘on’ from early morning until after the dinner hour.”

EXERCISE
Most of the planners we talked to say they try to get in some exercise time at the hotel gym. One planner who is dedicated to workout time is Jacqueline Acomb, programme manager at Softchoice, for Carlson Wagonlit Travel. “I run or walk outside, so I can get a workout and see the city I’m in at the same time. Some properties, like the Westin, have running routes pre-printed on small cards that you can get from the concierge, so you have a route already mapped out. They even have a running concierge who actually takes people out on runs.” Acomb says the Fairmont Hamilton Princess will loan you workout clothes, socks and shoes, if you call ahead, so you don’t even have to pack cumbersome gear.

FOOTWEAR
The concrete floor is a killer for planners who sometimes spend more than 12 hours a day on their feet, crisscrossing a large show. Gary Johnson, at PlannerPlus Events, in Aurora, Ont., says he wears different sets of shoes over the course of an event. The different pressure points on a change of footwear helps to keep feet feeling fresh.

STRESS RELIEVERS
Katherine Wright, president of the Wright Solution, based in St. Catharines, Ont., says she tries to find some downtime at least once a day. “Just 15 minutes of quiet time works wonders,” but she adds an important caveat, “don’t do e-mail, don’t speak to anyone, don’t read – just relax.” Stinger says if she has some down time, she will try to do something fun. “When I’m in Vancouver, I try to walk to the Aquarium and have lunch watching the whales. It totally invigorates me. And seeing the reaction of small children seeing those creatures is always so amusing. Everyone needs to laugh more.”

SECRET WEAPONS
Robin Paisley, director of events at our own Meetings & Incentive Travel, swears by her stash of Airborne tablets. This immune-boosting supplement was developed by a teacher to combat classroom germs. At the first sign of fatigue, Paisley drinks a glass of water containing the dissolved orange-flavoured tablets. Since the tablets are only available in the U.S., she depends on buddies south of the border to bring her a new supply when she runs low. To combat dry hotel rooms, she runs a hot bath just before she goes to bed and leaves the bathroom door open. The added burst of moisture, she says, keeps her throat and eyes from drying out.

As a final bit of advice, Paul Butler recommends, “if at all possible, when you’re on a programme, try to take people you really get along with; it makes the trip more enjoyable for both the travel staff and the clients.”

TOP FIVE TIPS

1. Try to arrive a couple of days earlier to your event city to acclimatize and gear-up on your own time without being rushed.
2. Wash you hands — A lot! Make sure you’ve got Vitamin C and D and drink plenty of water.
3. Eat smaller meals, try to eat more protein and fewer carbohydrates. Nuts and fresh fruit make a great snack and can help prevent a mid-afternoon slump or tide you over between longer-than-usual meal times.
4. Try to find some downtime during your day (even if it’s only 15 minutes) to totally relax and do nothing.
5. Go for a walk, try to work out or even jump rope in your room — anything that will give you a little physical diversion.

— Sandra.eagle@mtg.rogers.com

A post-conference history is a valuable resource used much like a blueprint that provides a solid foundation on which to buildfuture events. One of the very first questions an event planner or venue will ask for is an event history. This information aids them in many ways. There is an art to designing a programme that successfully builds on previous events and a detailed post-conference history can help in avoiding potential pitfalls.

ORGANIZING REPORTS
Not taking the time to write an effective post-conference history can be costly in terms of time, energy and money.

“I believe that there are three things that can produce the most effective post-conference report,” says Karen Massicotte, CMP, CMM, director of operations, PRIME Strategies Inc., a Vancouver-based incentive travel, conference and event management company. “First – develop and communicate the strategic objectives of the conference to all stakeholders and ask them to report on how they met these objectives; and ensure that the objectives are aligned with the overall corporate and organizational goals. Secondly – from developing the critical path to writing the post-conference report, it is essential to document all decisions, actions and outcomes; use meeting minutes for planning meetings; keep samples of printed materials; track sustainability initiatives; ensure proper financial documentation is maintained; collect the right data for documentation of demographics and statistics; and write the report as you plan. Thirdly, you must measure – ensure you have developed an accurate way to measure the return on investment.”

It is important to track pertinent information that will need to be included in a post-conference history as you move forward through planning, operations and on-site execution. Don’t depend on your memory after your event has run.

Cynthia Richards, president of Event Spectrum Inc., based in Toronto, says “all of our account executives keep a journal, listing key elements in point form including revised costings, any issues, additions, and major scope changes.”

Visual reminders can be helpful as well. A new product, just introduced to the market last month, is the Polaroid Digital Instant Mobile Photo Printer –which could prove to be a useful tool to capture and record visual elements, as a reminder in journals. This printer fits easily into a pocket and allows you to print pictures instantly from a cellphone with a Bluetooth connection or from a digital camera with a USB cable. The printer does not require any ink, as it utilizes a special brand of paper. It prints out a two x three-inch photo with an adhesive backing. This sticker, placed in a journal as a reminder, with logistical notes, serves as a highlight to be noted in a post-conference history for future events.

Elfie Siemens, CMP, director, conference services, The Fairmont Winnipeg has another on-site recommendation. “Get meal numbers and guest room pickup daily from the conference services manager and keep it on file for preparation of the report. Include the actual number guaranteed, number served, and number paid for.”

INTERNAL REQUIREMENTS
An in-house summary for future reference, and an executive summary for a client will naturally contain different information. An event planner will compile a report that will help them when working on future business with their client and give them insight on a particular property, supplier, or product for future events.

“After every program, ESI conducts an internal review with everyone that has ‘touched’ the programme – from sales planning to operations, to final reconciliation. At this time, we review the entire
process, keeping in mind how we could improve it for the next time,” says Richards. We also capture any VIP information that we uncovered during the programme – such as special SUV preference or dietary preferences. This is confidential, but is kept for all future programmes.”

For her internal records, Massicotte likes to keep “samples of materials used; best practice templates, forms and processes; contracts; critical paths; final meeting specifications; challenges; when decisions were made by executive; and changes.”

CLIENT SUMMARY
A client’s post conference report should be prepared as an executive summary. Remember they will likely be preparing their own internal post conference report as well with confidential information that the event planning company will not be privy to. Your report will act as a supplement to theirs. Massicotte says, “Keep the report clear, concise and easy to duplicate or share with a client’s stakeholders. It is essential to ask the client what their stakeholders will want to see in the report to ensure that the data and documentation are captured from the beginning. Ensure that there is backup for all financial information.”

For external use it is only essential to write an executive summary on the outcomes of the objectives and highlights of the programme. Keep the communication simple and include visual accents like graphs and photos. If further information is required for a specific audience like a supplier, detail that information out separately and outline specifics to them with clear actions for future programmes.

When preparing a client’s summary, Richards suggests, “Always start with the programme’s key objectives to ensure they were achieved. Bring the contracted amount and final billing in a comparison chart. We distribute by hand or by e-mail the approved programme survey immediately following the event. ESI summarizes all surveys and records any key comments. Clients appreciate that we do this for them on their behalf.”

PRESENTATION TIPS
You will want to hold an in-house post-conference review in order to make sure that all essential elements for the event history have been captured.

“For internal presentations, it is essential to have a open review of what worked, what didn’t, and actions to move forward,” says Massicotte. “This should include the full internal planning team and on-site team. Keep the review very structured and focused on the topic during the meeting. Keep the team action focused and consider how every key element affects the next.” Richards says an internal post-conference review should be “kept concise and within a key time frame. One hour maximum.”

CLIENT PRESENTATION TIPS
For Massicotte, client post-conference presentations are “very programme-specific. For a large conference, sales meeting or incentive programmes, you may do a personal presentation; for a small meeting, you may just need the hard copy with a solid executive summary to review the contents. It is important to define the expectations upfront with the client at the beginning of the programme to ensure that the final delivery of the report meets their expectations. The final report presentation can also be used as an opportunity to close future business and/or develop the relationship. Remember that presentation is critical. Ensure that there are visuals in both, that it’s grammatically correct, includes their brand and yours, and most importantly demonstrates the final outcomes of the strategic objectives.”

The report should be presented at the same time as the financials are closed off. It’s important to keep in mind that the report is a business document and should be written and presented as if the CEO will see it. Therefore, keep narrative comments to a minimum, do not defend or judge actions – just communicate the results. “Celebrate the programme’s successes in the report and communicate actions for any challenges or future opportunities. If the information or comment cannot be backed up, it should not be in the report,” says Massicotte.

“We hold all of our post programme meetings in person with the key stakeholders,” says Richards. “It’s important for everyone to be there so that discussion can occur and future considerations be noted. It is best to hold the postmortem as soon after the event as possible. If the final reconciliation is held up, we do this separately. Ideally the post report has to occur within two weeks
of the programme.”

“It has better impact, I think, if it can be done in person,” says Siemens, “but often an organizing committee is in different cities, so hard copy works just as well, then you can keep it on file for the next event.” A post-conference summary is an important planning tool for both the client and the event organizer. If the event produces outstanding results, the post-conference summary can also pave the way for increased budgets and expanded event programmes as well.

A post-conference report is a valuable part of the event process – that needs to begin right at the initial planning stages to fully realize its potential.

CONFERENCE SUPPORT CHECKLIST

• Proposed event objectives
• Prioritize, keeping in mind past, present and future objectives
• Critique them as to how they will help you meet specific objectives
• Date of travel
• Actual number of participants
• Guest profile/demographics
• Gateway cities (if air travel was involved)
• Total airfare spent
• Total number of participants that required air transportation
• Average air cost per person
• Guestroom breakdown, e.g. how many suites, how many single/king guestrooms, how many double guestrooms (shared two-bed accommodation) and room rates
• Total accommodation costs
• Meeting room spending and meeting room charges
• Audiovisual spending
• Total food spending
• Total beverage spending
• Total group activities spending
• Total entertainment spending
• Total spending (including expense reports related to the event)
• Total cost per person
• Company objectives going in
• Company objectives met
• Executive history, success summary

— Judy Allen is the author of the best-selling Event Planning series of books (Wiley).

It’s green and growing. For the first time ever, the Green Meeting Industry Council (GMIC) held its annual conference in Canada. In the last year, the council has experienced a 116 per cent growth in membership and conference organizers were elated when 200 people ultimately made their way to Vancouver for the latest information, dialogue and networking opportunities regarding green meetings. At the conference, Amy Spatrisano, president, GMIC, informed delegates that the council had just been accepted as the 32nd member of the Convention Industry Council.

During the two days, topics ranged from community and global citizenship, sustainable catering, green tourism and transportation, carbon offsets, green facilities, partnering for sustainability and the ethics of sustainability and green meetings. A small tabletop exhibit room featured CVBs, ecologically sourced promotional items, an American Green Events Source Book and various hotels.

Although the audience was mostly American (there were 15 Canadian attendees), polling conducted at the outset of the conference gave insight into the green issues that are preoccupying planners.

In terms of their events, the most significant opportunity, for this crowd, was waste management. The audience rated green meetings as a top-three priority over the next three years, and their biggest challenge was measuring the impact of a green meeting. For 43 per cent of the audience, determining best practices for green was their biggest concern; 27 per cent said presenting a green agenda is difficult; 13 per cent said costs of green meetings was a factor, while six per cent said there are too many issues around green meetings.

Shawna McKinley, Vancouver-based project manager with Portland, Ore.-based Meeting Strategies Worldwide and GMIC board member, told the audience to develop a business model for sustainability built on specific, measurable, actionable and realistic elements for their events. Start by including green criteria in their RFPs and ask about green suppliers. “You must let your suppliers know your environmental expectations, and take back-of-the-house tours to ensure those practices are occurring,” she added.

Learn More
www.greenmeetings.info
Check out or even join the Green Meetings Industry Council.

www.greeneventsource.com
A green-meeting resource for the U.S., featuring six strategies for greener meetings and links to other resource organizations. It includes tip sheets and overview of best practises for the States. Planners can sign up for email updates.

www.sustainablesolutionsbydesign.com
You can buy this meeting planner’s toolkit to plan and organize green meetings. Good for basic knowledge and terminology, with minimum green guidelines developed by the Convention Industry Council. The kit was developed by Beverly Oviedo and is designed for PC-computer use.

sandra.eagle@mtg.rogers.com

Green Hotel Venues

By Anthony Watanabe, March/April 2008

Recent research conducted by M&IT indicates that over 50 per cent of Canadian planners are initiating the idea of green meetings. While this number is encouraging, it will no doubt increase during the coming years, driving the growing green demand. Fortunately, both corporate chains and individual properties are stepping up to heed the call.

START THE SEARCH
When seeking out a hotel for your green meeting, start with obvious things like a stated environmental policy. This is a good indicator of a hotel’s level of engagement. (Be sure to check when it was last updated.)

Lately, planners are starting to dig a little deeper in their green search by asking innocent yet probing questions of front-line staff. More than just ‘spot testing,’ these folks will be your allies in ensuring your good green planning is successfully carried through.

Including a request for environmental best practices in your RFPs is another tactic worth considering. Like any RFP component, it will clearly communicate your needs and save time by avoiding unqualified responses. Also, it sends the signal that planners are increasingly on the hunt for properties that meet their logistical and ideological requirements. The virtuous circle will continue as the hotel industry responds in kind, making subsequent searches easier – and greener.

HOMEGROWN INITIATIVE
Canadian planners can take pride in a homegrown initiative designed to raise the bar for hotel greening in this country. The bilingual Green Key Eco-Rating Program, established by the Hotel Association of Canada over 10 years ago, is at once innovative (it is administered entirely online) and robust (it has five rating levels and covers nine areas of hotel operations).

With approximately 700 Green Key-rated hotels in Canada, planners can rely on these properties to be a credible starting point for their search.

MINTO SUITE HOTEL
On a recent trip to Ottawa, I stayed at the Minto Suite Hotel, which enjoys a four-leaf rating by the Audubon International Green Leaf Eco-Rating Program.

With function space to accommodate up to 200 attendees, a robust energy-management plan which claims a GHG reduction of 1,000 tonnes a year and complimentary wireless Internet in meeting rooms, the property is green meeting-enabled.

On my way to a workout, I inquired about the hotel’s environmental initiatives. After the usual shopping list of linen and recycling programmes, the housekeeping employee told me about an initiative to replace the plastic shampoo trays with FSC-certified wood, accompanied by a fresh leaf for good measure. Such detailed information coming from front-line staff is a sign of authenticity, green ratings aside.

So while third-party endorsements are important, planners should nonetheless find opportunities to do their own fact-finding. Of course, the real work begins once a venue has been selected. Planner and hotel must work in concert to realize a compelling, memorable and sustainable meeting experience for all participants.

FOR MORE INFORMATION
Green Key Eco-Rating Program
Hotel Association of Canada
Online self-assessment, 40-page PDF report
www.hotelassociation.ca/site/programs/green_key.htm

Green Leaf Eco-Rating Program
Audubon International
Checklist, audit and summary report
www.terrachoice.ca/hotelwebsite

Canada Green Meeting Guide
Innovolve Group
Online self-assessment with transparent criteria
www.greenmeetingguide.com

Green Convention Venues

By Anthony Watanabe, March/April 2008

While there are some robust rating programmes for hotels, no such programme exists for convention facilities. So planners have to be more diligent when selecting these sites. Venue selection in this category is arguably more important, since many non-hotel venues host city-wide conventions and trade shows whose eco-footprint is larger than straightforward meetings.

KEY CONSIDERATIONS
Key considerations for these properties include waste management (the Vancouver Convention & Exhibition Centre has visible waste-sorting bins in all meeting rooms: www.vcec.ca) and energy management (check out the Metro Toronto Convention Centre’s massive green roof and use of deep-lake water cooling: www.mtccc.com).

Other clues planners can look for are a clear and comprehensive environmental policy and examples of walking the walk, including responsible printing of corporate literature and green procurement such as GreenSeal paper products. In terms of the buildings themselves, there are rating systems in place.

LEED CERTIFIED
The Quebec City Convention Centre (QCCC) is in the process of becoming the first convention centre in Canada certified by LEED-EB (Leadership in Energy and Environmental Design for Existing Building). Early on, QCCC communicated, to the market, its mission and its commitment to sustainable development. The lessons they learned should be of interest to any organization looking to set a sustainability strategy and communicate it to their stakeholders.

“We made it known to our suppliers what eco-friendly actions we were taking,” says Ann Cantin, director of communications for QCCC. “And as the word spread, not only did our supplier base at the time step up, but others came into the fold. As a result, our suppliers have played an integral role in helping offer clients eco-friendly options, and QCC, through our purchasing dollars, has enabled a number of green suppliers in the region.”

GREEN LEADERSHIP
The Calgary Telus Convention Centre (CTCC) is another shining example of green leadership. With a host of initiatives in areas such as energy efficiency, water conservation and green procurement, the CTCC ensures that every planner who comes through the door runs a green event, whether they know it or not.

Winner of a BOMA Go Green Environment Award, the CTCC should also be commended for the environmental-stewardship training it gives all employees. And realizing that complacency is a dangerous thing, the Centre holds monthly status meetings to assess current initiatives and identify new ones.

FOR MORE INFORMATION
LEED (Leadership in Energy and Environmental Design)
Canada Green Building Council
Soon to be online rating system
www.cagbc.com

BOMA Go Green Program
Building Owners and Managers Association
Building owner/manager applies directly to the local BOMA association for certification; local association sends a verifier to review/confirm the application and the building
www.bomagogreen.com/index.html

Green Seal
Independent non-profit organization promoting green products and services
www.greenseal.org

Ceres
This is a national network of investors, environmental organizations and public interest groups working with companies to address sustainability challenges.
www.ceres.org

Anthony Watanabe, PhD, is president and CEO of the Innovolve Group consultancy.

Green Food and Beverage

By Don Douloff, March/April 2008

Green meetings have become such a hot-button issue that planners ignore it at their peril. And food and beverage (F&B) plays a key role in green meetings, since F&B choices affect the budget, attendees’ well-being – and the environment.

COMPOSTING
“All of our food waste is placed in bins and taken away to be composted, including what comes back from dining rooms and function rooms,” says David Garcelon, executive chef of Toronto’s Fairmont Royal York. “In addition, our overproduction of muffins, Danishes, etc., is collected each day by Second Harvest, who redistribute it to shelters throughout the city. We also have a composter on the roof, next to our herb garden, where we compost a small amount of food waste along with the weeds and surplus from our herb garden.”

Beyond that, the hotel uses, wherever possible, organically grown and locally sourced products.

Fairmont has also introduced green meeting breaks designed to improve attendees’ attention spans. Examples of eco-friendly snacks include organic vegetable chips at the Fairmont Washington D.C.

HILTON TORONTO
At the Hilton Toronto, the kitchen, under executive chef Kevin Prendergast, recycles all cardboard, glass, plastic and tin; utilizes a combi-therm oven that only operates as needed and uses less energy; employs high-efficiency lighting; and uses a dishwasher that consumes up to 40 per cent less water and soap. Last year, the hotel collected 16,000 lbs. of leftover food for Second Harvest.

For its part, Toronto’s Direct Energy Centre maintains a compostable-packaging recycling programme, at all concession stands, that includes compostable hot and cold cups, lids and straws, plates, napkins, utensils, salad packaging and dressing containers, and wrap and sandwich packaging. A four-stream recycling bin accepts paper, plastic and cans, compostable food waste and litter.

THE COST OF GOING GREEN?
“I don’t think you can categorically say that all organic food costs more,” says Dawn Graham, meetings and events planner for Ottawa-based Engineers Canada. “Companies may or may not be willing to pay more, but the planner needs to look at the overall bottom line first. In greening, there are higher expenses in some areas and lower expenses in others. Sometimes, it may balance out. If I have a certain amount to spend on a meal, it may mean that a three-course meal is offered instead of four, [so] there is a little more money for organic produce. Reality is, the planner needs to really research the bottom-line costs before concluding, and then trying to pitch to their company, that it’s going to cost more.”

FOOD FOR THOUGHT
Simple Steps to Green Meetings, by Amy Spatrisano, CMP, and Nancy Wilson, CMP, suggests:
Choose food that’s seasonal, local, organic.
Choose seafood from sustainable fisheries.
Choose china service.
Use cloth instead of paper napkins.
If cloth isn’t available, use recyclable napkins with a high post-consumer content.
Serve condiments, spreads, etc. in bulk containers.
Serve water and juice in pitchers, and soft drinks in returnable containers.

Lee Simon, foodservice designer for Tampa, Fla.-based The General Group, suggests:
Phase out Styrofoam and other polystyrene products.
Use alternative chafing fuels. Consider non-toxic fuels and electric chafing dishes.

Visit www.ntc.on.ca/org_environmental.htm (Direct Energy Centre’s programme on perishable food donations and organic recycling).

Don.douloff@mtg.rogers.com