MEETING AND BUSINESS EVENTCOMPETENCY STANDARDS

Copyright © 2011 Canadian Tourism Human Resource Council.
All rights reserved.

The competency standards can be reproduced freeof charge when commercial benefit is not intended
or derived.
For example, the standards may be used within an organization
to inform the development of training programs. No part of thispublication, in whole or part, may be imbedded into anotherdocument, stored in a database and retrieval system, published,distributed, translated and/or sublicensed without written
permission of the Canadian Tourism Human Resource Council(CTHRC). For copyright and licensing requests, email copyright@cthrc.ca. All other inquiries may be sent to info@cthrc.ca.
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Disclaimer: Information has been obtained by the CTHRC fromsources believed to be reliable. Due to the possibility of humanor mechanical error by these sources, the CTHRC does notguarantee the accuracy, adequacy or completeness of any of theinformation. The publisher and contributors shall not be held
liable in any degree for any loss or injury by an omission, error,
misprint or ambiguity.
ISBN 978-155304-811-4
First published 2011.
HOW TO CITE THE USE OF THIS DOCUMENT
This document should be referenced as: Meeting and Business
Event Competency Standards. Canadian Tourism Human Resource Council. Ottawa, Ontario. 2011.
FUTURE DEVELOPMENT OF THE MEETING AND
BUSINESS EVENT COMPETENCY STANDARD
We welcome your comments and suggestions. If you haveobservations about the competency standards or would like toprovide suggestions on their content or application, send an
email to standards@cthrc.ca. Feedback informs the maintenanceand update of the competency standards. They are periodically
updated to ensure they remain relevant and reflect current andemergent practices endorsed by leading practitioners.
Download this standard from the CTHRC at
http://emerit.ca/en/free_downloads/occupational_standards.aspx
or from MPI at www.mpiweb.org/portal/research.
Cover photo of Meet The Guru (middle-right) courtesy ofClagnut under a Creative Commons License.

It is one thing to call ourselves professionals andanother thing altogether to be regarded and respected as professionals by organizations andemployers outside the meeting industry. Having
recognized standards will provide the necessary
framework and increased credibility we have been
seeking for decades.
Carol Krugman, MEd, CMP, CMM

Director, Meeting & Business Event Management
Metropolitan State College of Denver
Department of Hospitality, Tourism and Events
Management
U.S.

TABLE OF CONTENTSINTRODUCTION

C. RISK MANAGEMENT

Page 7

1. Meet the Industry
2. History
3. Standards Use
4. Standards Overview

A. STRATEGIC PLANNING

Page 11

1. Manage Strategic Plan for Meeting or Event
Common Knowledge
1.01 Develop mission, goals and objectives of meeting or
event
1.02 Determine feasibility of meeting or event
1.03 Determine requirements for carrying out the meetingor event
1.04 Develop financial summary
1.05 Monitor strategic plan
2. Develop Sustainability Plan for Meeting or Event
Common Knowledge
2.01 Implement sustainability management plan
2.02 Demonstrate environmental responsibility
3. Measure Value of Meeting or Business Event
Common Knowledge
3.01 Develop evaluation plan
3.02 Measure return on investment
3.03 Evaluate/audit meeting or event
3.04 Evaluate effectiveness of risk management plan

B. PROJECT MANAGEMENT

Page 17

4. Plan Meeting or Event Project
Common Knowledge
4.01 Develop project plan
4.02 Develop quality standards, policies and procedures
4.03 Develop theme for event
4.04 Develop procurement plan
4.05 Establish milestones and critical path
4.06 Develop integrated communication plan
4.07 Develop evaluation/audit procedures
5. Manage Meeting or Event Project
Common Knowledge
5.01 Manage critical path
5.02 Manage contracts
5.03 Manage running of the meeting or event

Page 22

6. Manage Risk Management Plan
Common Knowledge
6.01 Identify risks
6.02 Analyze risks
6.03 Develop management and implementation plan
6.04 Develop and implement emergency response plan
6.05 Arrange security

D. FINANCIAL MANAGEMENT

Page 25

7. Develop Financial Resources
Common Knowledge
7.01 Manage sponsorship process
7.02 Manage donor process
7.03 Manage program funding process
7.04 Manage registration process
8. Manage Budget
Common Knowledge
8.01 Develop budget
8.02 Establish pricing
8.03 Establish financial controls and procedures
8.04 Manage cash flow
8.05 Monitor budget performance
8.06 Revise budget
9. Manage Monetary Transactions
Common Knowledge
9.01 Establish cash handling procedures
9.02 Monitor cash handling procedures

E. ADMINISTRATION

Page 31

10. Perform Administrative Tasks
Common Knowledge
10.01 Coordinate office administration
10.02 Manage information system
10.03 Write reports

F. HUMAN RESOURCES

Page 33

11. Manage Human Resource Plan
Common Knowledge
11.01 Determine workforce requirements
11.02 Establish workforce policies and procedures
11.03 Develop training plan
11.04 Monitor human resources plan
12. Acquire Staff and Volunteers
Common Knowledge
12.01 Develop selection criteria
12.02 Recruit staff and volunteers
12.03 Interview candidates
12.04 Select best candidates and offer positions

TABLE OF CONTENTS
13. Train Staff and Volunteers
Common Knowledge
13.01 Provide orientation
13.02 Provide training

20.02 Acquire staging and technical equipment
20.03 Install staging and technical equipment
20.04 Oversee technical production operation

14. Manage Workforce Relations
Common Knowledge
14.01 Supervise staff and volunteers
14.02 Motivate staff and volunteers
14.03 Manage teams
14.04 Evaluate staff
14.05 Process terminations and resignations

G. STAKEHOLDER MANAGEMENT

Page 41

15. Manage Stakeholder Relationships
Common Knowledge
15.01 Identify stakeholders
15.02 Assess stakeholders
15.03 Classify stakeholders
15.04 Manage stakeholder activities
15.05 Manage stakeholder relationships

H. MEETING OR EVENT DESIGN

Page 43

16. Design Program
Common Knowledge
16.01 Determine program components
16.02 Select program content and delivery formats
16.03 Structure and sequence program components
17. Engage Speakers and Performers
Common Knowledge
17.01 Determine event requirements for speakers andperformers
17.02 Develop selection criteria
17.03 Select candidates
17.04 Secure contracts and communicate expectations
18. Coordinate Food and Beverage Services
Common Knowledge
18.01 Determine food and beverage service requirements
18.02 Select menu(s)18.03 Plan service style(s)18.04 Select food and beverage provider(s)18.05 Manage alcohol service
19. Design Environment
Common Knowledge
19.01 Establish functional requirements
19.02 Select décor and furnishings
19.03 Coordinate meeting or event signage
20. Manage Technical Production
Common Knowledge
20.01 Determine requirements for staging and technicalequipment

21. Develop Plan for Managing Movement of Attendees
Common Knowledge
21.01 Develop admittance credential systems
21.02 Select crowd management techniques
21.03 Coordinate accommodation and transportation
21.04 Manage protocol requirements

I. SITE MANAGEMENT

Page 55

22. Select Site
Common Knowledge
22.01 Determine site specifications
22.02 Identify and inspect sites
23. Design Site Layout
Common Knowledge
23.01 Design site layout
24. Manage Meeting or Event Site
Common Knowledge
24.01 Create logistics action plan for site set-up andtake-down
24.02 Set up site
24.03 Monitor site during meeting or event
24.04 Take down site
25. Manage On-site Communications
Common Knowledge
25.01 Establish communications framework
25.02 Determine and acquire required communicationequipment and resources
25.03 Specify communication procedures and protocols

J. MARKETING

Page 62

26. Manage Marketing Plan
Common Knowledge
26.01 Conduct situational analysis
26.02 Define target market segments
26.03 Develop branding for meeting or event
26.04 Select marketing distribution channels
26.05 Develop integrated marketing strategy
26.06 Implement marketing plan
27. Manage Marketing Materials
Common Knowledge
27.01 Determine needed marketing materials for event
27.02 Develop content and design parameters27.03 Produce marketing materials
27.04 Distribute marketing materials

TABLE OF CONTENTS
28. Manage Meeting or Event Merchandise
Common Knowledge
28.01 Develop product(s) design and specifications
28.02 Determine pricing
28.03 Control brand integrity
28.04 Produce merchandise
28.05 Distribute merchandise
28.06 Coordinate hospitality
29. Promote Meeting or Event
Common Knowledge
29.01 Develop advertising plan
29.02 Develop cross-promotional activities
29.03 Develop contests
29.04 Coordinate sales promotions
30. Contribute to Public Relations Activities
Common Knowledge
30.01 Contribute to public relations strategy
30.02 Contribute to publicity plan
30.03 Develop media relations
30.04 Contribute to the implementation of a publicity plan
30.05 Manage crises and controversies
31. Manage Sales Activities
Common Knowledge
31.01 Develop sales plan and objectives
31.02 Conduct sales activities
31.03 Determine sales platforms

K. PROFESSIONALISM

Page 75

32. Exhibit Professional Behavior
Common Knowledge
32.01 Project a professional image
32.02 Demonstrate leadership32.03 Demonstrate ethical behavior
32.04 Work with colleagues
32.05 Work in a diverse environment
32.06 Manage time
32.07 Manage stress
32.08 Make decisions
32.09 Solve problems
32.10 Keep up to date with changes in the meeting andevent industry
32.11 Facilitate continuous improvement
32.12 Participate in professional development activities

L. COMMUNICATION

Page 79

33. Conduct Business Communications
Common Knowledge
33.01 Communicate verbally
33.02 Communicate in writing
33.03 Use communication tools
33.04 Make effective presentations
33.05 Plan and conduct meetings
33.06 Establish and conduct business relationships

APPENDICES

Page 82

1. Acknowledgements
2. Bibliography
3. About

HISTORY

INTRODUCTION

These standards were developed through aprocess of consultation and validation with anexpert group of industry stakeholders. Following, find the key phases of that development.

Page 7This document outlines
the essential core competencies of the profession
and should be used as a

MEET THE INDUSTRY
Meetings and business events drive sales andprofitability and enable organizations todeliver on key strategic objectives. They serve
as a catalyst for education and professional development, motivation, behavior change andconcrete action. Meetings and business events
are held for numerous reasons from sharing
information, training and building business
relationships to promoting products and planning projects.
Meetings and business events impact the success of organizations and individuals as wellas their communities. Local economies rely
on job creation and tax revenue produced bymeetings and events. In the U.S. alone, the economic impact of meetings on the economy in2009 was US$263 billion (PricewaterhouseCoopers); in Canada, that impact was CAD$71
billion in 2008 (Maritz Research). Businesstravelers spend two times more than leisuretravelers and fuel local economies.
For every dollar invested in business travelfor face-to-face meetings, companies realize
US$12.50 in incremental revenue, and theaverage U.S. business would forfeit 17 percent
of its profits in the first year without businesstravel, according to a study by the U.S. Travel
Association and Oxford Economics.
As the demands for meetings and businessevents continue to grow and evolve, thecompetencies required of meeting and businessevent professionals become more acute andcomplex. Competency standards are essential
to demonstrating the broad range of knowledge and skills required of those who work inthe meeting and business event industry.

1. The Canadian Tourism Human Resource
Council (CTHRC), whose mandate it is toimprove the quality of the tourism workforce,
introduced some of the first events-related
national occupational standards in 1993 andhas routinely updated them to keep pace withmarket needs and to help ensure that theindustry remains globally competitive.

blueprint when creating
and assessing program andcourse learning outcomes.
This will allow future industry leaders to have confidence that they are focusing
on the knowledge, skill and

2. In 2009, the CTHRC set its first international competency standards with expert practitioners from more than 20 countries. The
Event Management International Competency
Standards were the first set of competency
standards to achieve industry validation on a
global scale.
3. In 2007, MPI recognized the need for acomprehensive international body of knowledge and skills that could guide the professional development of meeting and businessevent professionals. The competency standards
had to apply to the diversity of the industry—the many types of business and meeting
events, dynamic career paths and varied levelsof expertise.
4. MPI decided to collaborate with the
CTHRC to build on the existing Event Management International Competency Standards
to establish global standards specific to meetings and business events. The resulting Meeting and Business Event Competency Standards(MBECS) represents a comprehensive summary of the knowledge and skills that should bepossessed by experienced meeting and businessevent experts.

STANDARDS USE
The Meeting and Business Event Competency
Standards provide the meeting and businessevent industry with a comprehensive description of the competencies required of industry
professionals. Such a repository of performance and knowledge standards is essential toclearly outlining what is required for success atability elements essential tobe successful in this field.
Amanda Cecil, PhD, CMP
School of Physical Education and Tourism,
Management Department of Tourism,
Conventions and Event Management
Indiana University
Chair, MPI Body of Knowledge Taskforce
U.S.

The MPI standards project is a wake-up call for the
meeting and business event
industry. Meetings mean
business. It takes confident
and savvy business people
who are not only nimble
problem solvers for the organizations they serve, but
are personally strategic in
obtaining the well-rounded,necessary education andskills that will better position them for a long-termand successful career—nomatter the roles or venues.
Chrissy Ward, MS, CAE
Director, Membership & Operations,Society of Gynecologic Oncologists
U.S.

INTRODUCTION
all levels in this diverse industry. Any profession must have standards that outline requiredcompetencies.
Specific groups that can benefit from thesestandards include industry professionals, associations, educators/trainers, students, employers, supervisors, clients, governments and local
authorities. Your particular job context andyour level of responsibility will determine if allor only select competencies apply to you.

MBECS is a concretecommitment by our indu-

INDUSTRY TERMS
For any definitions regarding terms in thesestandards, please consult the APEX glossaryon the Convention Industry Council’s (CIC)
website:www.conventionindustry.org/
StandardsPractices/APEX/glossary.aspx

stry to identify the natureand level of requisite corecompetencies. As a professional congress organizer
who defines clients’ requirements and serves their organizational needs throughdeveloping multidisciplinary planning teams and

Are you a meeting professional?
Use these standards as a guide to:• learn more about the meeting andbusiness event industry• recognize and promote your skills to
employers and clients• plan, implement and evaluate meetingand business events• enhance your performance• increase your job mobility across industry
occupations and countries• plan your professional development• plot your career path
Are you a meeting or business event industry
association?
Use the standards as a guide to:• identify members’ training needs• develop programs that are consistent andglobally recognized• seek recognition for the skills and knowledge required by industry professionals
Are you an educator or trainer?
Use the standards as a guide to:• benchmark existing programs against
industry standards• develop programs that are consistent andglobally recognized• create new vocational qualifications• explore areas for research in meeting andbusiness event management
Are you a student?
Use the standards as a guide to:• learn about the knowledge and skills
possessed by professionals in the meetingand business event industry• determine if the meeting and businessevent industry matches interests and skills
for career planning• identify learning needs• determine which educational programs
meet your learning needs

Are you an employer or supervisor?
Use the standards as a guide to:• identify workforce needs• define job requirements• write job advertisements• create job descriptions• assess potential employees• plan learning and development activities• assess employee performance and provide
feedback
Do you purchase meeting and business event
services or do you represent a government or
local authority?
Use the standards as a guide to:• construct requests for proposals• assess proposals• inform the development of policy or
regulationsdelivering services, I’ll use
MBECS both as a benchmark and as a touchstone
to identify skill gaps anddevelopment opportunities
of team members. MBECS
will improve the quality ofthe services, products andprocesses that we provide.
Brent Moore, CMP, CMM
President
Brent Moore & Associates Inc.
Conferences and Expositions Services
CanadaEngaging MPI members from South Africa
and across the world has
been pivotal in defining atruly global perspective tothe content of the MBECS.
South Africa is a country
that seeks to develop
meeting and business event
professionals of the highest
standard, and MBECS
defines the educational
competencies required to
do this.
Peta Thomas MBA, CMP
Chief Financial Officer
Total Impact Communications
Business Tourism Events
South Africa

INTRODUCTION
HOW TO USE THE STANDARDS

Major Category
The standards are divided
into 12 major categories orfunctional areas:• Administration• Communication• Financial Management• Human Resources• Marketing• Meeting or Event Design• Professionalism• Project Management• Risk Management• Site Management• Stakeholder Management• Strategic Planning

SkillsMost major categories
contains one or more skills.

Common Knowledge

Contextual Information1

Common knowledge lists
the knowledge needed in
all of the sub-skills.

Each skill is ranked on three
dimensions:

Knowledge andAbilities

The time is takes tomaster the skill or task

Each sub-skill is describedby the knowledge andabilities required tocompetently perform it.

Frequency at which
the task is performed or
manifested
Level of importance ofthe skill or task relative tothe total job

Subskills
Each skill is made up of one
or more sub-skills.

SUMMARY RANKINGS
The average number of years it takes to master the
Meeting and Business Event Competency Standards
is 4.625 years.
More than 2/3 of the overall skills defined in thisstandard were ranked at five or fewer years.

In terms of importance: 62.5 percent of skills
or tasks are ranked at the highest level (5), followed by 22 percent rated at 4, 1 percent rated
at 3 and only one skill rated at 1.

Contextual Information
Each skill is ranked on three dimensions.
1. The time it takes to master the skill or task is characterized in terms of years based on the broad generalization ofa typical industry professional who is 30 years old, has twoor three years of post-secondary education (e.g., college)
and has no experience in meeting planning and little or no
experience in the industry.
Additionally, the expert panel made decisions on the premise that the new entrants would have ideal work conditions.
They would be exposed to the complete range of skills as
defined in the standards, taking into account the varying
levels of complexity and work. Mastery could be achieved
only if an individual had managed at least two large-scale
events or 10 smaller events within a year. Their professional
development would be supported through appropriate
training or guidance by qualified practitioners and independence in making decisions.

2. Frequency at which the task is performed or manifested
refers to the rate of occurrence of the skill or task. The panel was asked “How often is this skill or task performed?”
The group set the following scale before ranking each item.
• Routinely: customary or regular course of procedure• Occasionally: from time to time; less frequent thanroutinely• Per Project: only when a project is initiated and often
only required once
• Daily, weekly, monthly, annually

3. Level of importance of the skill or task relative to thetotal job defines the relative importance of the skill to thejob or to the consequences of the skill not being performed
or not being performed according to standard. The group
worked with the following guidelines to make decisions.
1 = Not important:
Performance of this skill is not essential to the job
2 = Somewhat important:
Performance of this skill is minimally necessary to the job
3 = Important:
Performance of this skill is moderately essential to the job
4 = Very important:
Performance of this skill is essential to the job
5 = Extremely important:
Performance of this skill is critical; non-performance posesa riskINTRODUCTION
Standards Summary
1. Manage Strategic Plan for Meeting or Event

A. STRATEGIC PLANNING

2. Develop Sustainability Plan for Meeting or Event
3. Measure Value of Meeting or Business Event

B. PROJECT MANAGEMENT
C. RISK MANAGEMENT

4. Plan Meeting or Event Project
5. Manage Meeting or Event Project
6. Manage Risk Management Plan
7. Develop Financial Resources

D. FINANCIAL MANAGEMENT

8. Manage Budget
9. Manage Monetary Transactions

E. ADMINISTRATION

10. Perform Administrative Tasks
11. Manage Human Resource Plan

F. HUMAN RESOURCES

12. Acquire Staff and Volunteers
13. Train Staff and Volunteers
14. Manage Workforce Relations

G. STAKEHOLDER MANAGEMENT

15. Manage Stakeholder Relationships
16. Design Program
17. Engage Speakers and Performers

H. MEETING OR EVENT DESIGN

18. Coordinate Food and Beverage Services
19. Design Environment
20. Manage Technical Production
21. Develop Plan for Managing Movement of Attendees
22. Select Site

I. SITE MANAGEMENT

23. Design Site Layout
24. Manage Meeting or Event Site
25. Manage On-site Communications
26. Manage Marketing Plan
27. Manage Marketing Materials

J. MARKETING

28. Manage Meeting or Event Merchandise
29. Promote Meeting or Event
30. Contribute to Public Relations Activities
31. Manage Sales Activities

K. PROFESSIONALISM

32. Exhibit Professional Behavior

L. COMMUNICATION

33. Conduct Business Communications

A. STRATEGIC PLANNING

Page 11SKILL 1 Manage Strategic Plan for Meeting or Event
Common Knowledge:

8 Years
Occassionally

!

1.01

4

• Basic business management skills• Trend analysis and forecasting methods• Methods to analyze and interpret data

Subskills

Knowledge and Abilities

Develop mission statement,
goals and objectives of meeting or event

Knowledge of:• purpose and objectives for meeting or event• mission statement, goals and objectives of organization and stakeholders• target market(s)• type of geographic location and local culture envisaged by organization• type of meeting or event envisaged by organization, e.g., spectator, participatory• sustainability objectives, e.g., financial, environmental, social• financial resources that may be available• target date(s)• cross-cultural issues, e.g., holidays• special conditions
Ability to:• work with, communicate and understand stakeholder goals• develop mission statement to specify purpose, philosophy and target markets• create goal statements to specify how meeting or event will achieve its mission• establish objectives to specify actions, time frames and performance measurements needed to achieve goals• align mission statement, goals and objectives of meeting or event and organization/stakeholders• manage cross-cultural issues

1.02

Determine feasibility of meet- Knowledge of:ing or event• meeting and event industry, including emerging trends• research methods suitable to ascertain viability of meeting or event• applicable legislation and regulatory requirements• sources of potential revenue• timeline constraints• societal trends
Abilty to:• keep information about meeting or similar events including historical data, e.g.,• surveys, evaluations• evaluate similar or competitive events• network with resource people, e.g., previous hosting committees/communities,• service groups, suppliers• identify legal and regulatory requirements• conduct market research, i.e., survey(s)• determine short-, medium- and long-term economic and social impacts on hosting
community• develop profile of potential attendees• analyze costs and benefits• decide on complexity of meeting or event, e.g., size, duration, number of activities,
service requirements and attendees• assess risk components

A. STRATEGIC PLANNING

Page 12• specify potential sources of revenue and other resources• define opportunities for strategic alliances, e.g., with existing facilities and events• recommend to organization/stakeholders whether or not to proceed with meeting or
event• identify potential stakeholders
1.03

Determine requirements tocarry out meeting or event

Knowledge of:• meeting or event requirements, e.g., human resources, marketing, logistics/operations• legal and regulatory restrictions• cost/benefit analysis• tools or resources available for meeting or event planning, e.g., software
Ability to:• identify requirements based on scope of meeting or event, for example:- planning cycle- sponsorship opportunities- additional sources of resources- meeting or event evaluation- administrative needs- leadership and management- logistics and operations structure- cross-cultural needs- marketing- human resources, e.g., number of people, wage rates- meeting or event timing, location and size
- data flow, storage and manipulation- public relations- systems to track progress towards goals, e.g., sales to financial plan
• research options available to meet requirements• evaluate costs and benefits for options available• select and record best options/strategies• obtain support and involvement of organization in strategic planning

1.04

Develop financial summary

Knowledge of:• types of financial information required for a strategic plan
• tools or resources for financial planning, e.g., spreadsheets, software• options available to meet needs and respective costs, e.g., contract and employment
situations for personnel• foreign currency implications
Ability to:• compile financial information, for example:- financial results- current financial position- sources and applications for funding- current balance sheet details, e.g., assets, liabilities, equity- statement of operational costs- cash flow statements- projected closing balance sheets- break-even analysis- projected return on investment- applicable taxes or levies• seek professional assistance as required, e.g., accountant, banker• understand impact of foreign currency

A. STRATEGIC PLANNING
1.05

Monitor strategic plan

Page 13Knowledge of:• mission statement, goals and objectives of organization• financial plan
• logistics and critical path
• inter-relatedness of all aspects of meeting or event• potential impact of changes on all other aspects of meeting or event
Ability to:• compare meeting or event progress to mission statement, goals and objectives• monitor cash flow to determine financial standing• financial resources• analyze all data available when deciding to change course• record change control details, e.g., date, rationale, implementation plan
• seek professional assistance as required, e.g., accountant, banker• suggest changes or revisions to strategic plan, if needed, with organization and/or
key stakeholders

A. STRATEGIC PLANNING

Page 14SKILL 2 Develop Sustainability Plan for Meeting or Event
Common Knowledge:

5 Years
Per Project

!

2.01

4

• Concepts of sustainability, i.e., integrationof economic, social and environmental
considerations in meeting or event
planning• Capacity planning and need for growth• Mission statement, goals and objectivesof organization• Inter-relatedness of all aspects ofmeeting or event• target market(s)Subskills

Knowledge and Abilities

Implement sustainability
management plan

Knowledge of:• geographic location, local populations, their culture(s) and history• local issues and concerns, e.g., social, economic, environmental• meeting or event concept and image• quality standards for meeting or event, e.g., ISO 20121, BS8901
Ability to:• review evaluations and feedback from previous and/or similar meetings or events• consider potential short- and long-term impacts of meeting or event• determine needs for sustaining meeting or event, e.g., systems, quality control• comply with legislation, e.g., environmental, local zoning, human rights, health andsafety, labor• select strategies to create positive outcomes and mitigate negative impacts ofmeeting or event, for example:- support initiatives for community development, e.g., infrastructure,social programs- utilize local residents- use local and fair-trade goods and services- protect cultural and historical sites• align sustainability practices with existing organizational process(es), if required

2.02

Demonstrate environmental
responsibility

Knowledge of:• environmental issues and concerns of local area
• environmental capacity of community, e.g., waste management infrastructure• current environmental technology and practices
Ability to:• integrate environmental awareness into meeting or event management• apply conservation practices, for example:- reduce energy use- reduce water consumption• implement recycling programs, for example:- purchase recyclable products- set up recycling collection systems• reduce pollution, for example:- minimize noise and light pollution- control use of harmful substances, e.g., chemicals, paints• purchase goods and services from environmentally responsible suppliers,
as appropriate

A. STRATEGIC PLANNING

Page 15SKILL 3 Measure Value of Meeting or Business Event

!

3.01

8 Years

Common Knowledge:

Routinely/Regularly• Mission statement, goals and objectives ofmeeting or event and organization

5• Return on investment methods• Types of research and evaluation appropriate for all aspects of meeting or event

Subskills

Knowledge and Abilities

Develop evaluation plan

Knowledge of:• meeting or event objectives• stakeholders
Ability to:• define return on investment objectives/expected outcomes, e.g., efficiency,
effectiveness, accountability, justifying investments• decide what data will be collected, e.g., costs, attendee feedback• determine timing and sequencing of data collection• identify resource requirements

3.02

Measure return on
investment

Knowledge of:• data collection methods• data analysis
Ability to:• collect data, e.g., evaluation-related, attendance• analyze data
• present/report data

3.03

Evaluate/audit meeting or
event

Knowledge of:• information management plan, e.g., available sources of information• integrated communication plan
• extent of responsibility for evaluation• information analysis processes• methods and principles of evaluation• generally accepted accounting principles• sources of information, e.g., plans, budget, variance reports, progress reports• data collection methods
Ability to:• review critical success factors for meeting or event, i.e., benchmarks• implement evaluation/audit procedures as scheduled, for example:- collect and analyze information- verify validity and reliability of information- identify and report any difficulties accessing information- identify and address irregularities• evaluate information, e.g., identify reasons for success/failure and key lessons for
future meetings or events• develop report:- detail information used and information sources- explain how information has been analyzed- draw conclusions and make reccomendations based on evidence- use best format for organizations. key personnel and stakeholders

A. STRATEGIC PLANNING

Page 16• follow integrated communication plan for distribution of evaluation/audit reportand confidentiality guidelines• debrief internal and external stakeholders

3.04

Evaluate effectiveness of risk
management plan

Knowledge of:• risk management plan
• risk management strategies and techniques• applicable legislation, e.g., fire, liability, public health, environmental protection
Ability to:• collect and evaluate information on how risks were dealt with• monitor use of resources allocated to risk management:- ensure sufficient resources are available• identify areas for improvement• inform key personnel of effectiveness or deficiencies of techniques and strategies,
and identify necessary action to be taken• make changes to risk management plan as needed• communicate to stakeholders as needed

A. STRATEGICB.
PROJECT MANAGEMENTPLANNING

Page 17

SKILL 4 Plan Meeting or Event Project
Common Knowledge:

3 Years
Daily

!

4.01

5

• Mission statement, goals and objectives ofmeeting or event and organization• Types of research and evaluation appropriate for all aspects of meeting or event• Meeting or event details, e.g., features,
critical path
• Scope and requirements of meeting or
event, e.g., human resources, marketing,logistics/operation

Subskills

Knowledge and Abilities

Develop project plan

Knowledge of:• target market(s)• meeting or event planning tools, e.g., Gantt chart, software• stakeholder requirements• processes to deliver meeting or event• possible constraints or conditions, e.g., regulations• types of event and meeting formats• attendee profile
Ability to:• review historical data, e.g., previous project plan(s):- identify strengths and weaknesses- review goals and objectives- compare results to goals and objectives• develop processes that will contribute to achieving goals• specify the actions, time frames and performance measurements needed to achieve
objectives• identify resources available, e.g., financial, material, staff• involve relevant stakeholders in planning process, for example:- include attendees- conduct exploratory research- seek peer reviews

4.02

Develop quality standards,
policies and procedures

Knowledge of:• meeting or event industry (national and international) standards• research methods• organizational standards and policies
Ability to:• review legal, regulatory, ethical and social requirements for meeting or event• examine existing standards, policies and procedures• develop contracts• define areas requiring standards, policies or procedures• conduct research• obtain expert advice and information when necessary• gain support of organization and key stakeholders

4.03

Develop theme for meetingor event

Knowledge of:• range of creative, promotional, technical and operational options• key stakeholders• budget parameters• target market(s)• marketing and public relations options• destination branding and brand management

A. STRATEGICB.
PROJECT MANAGEMENTPLANNING

Page 18• program objectives• cross-cultural elements
Ability to:• determine stakeholder expectations:- research target market(s)- analyze post-event reports- research attendee expectations• generate ideas, e.g., brainstorm, network• conceive a meeting or event theme that will complement or integrate withorganization’s marketing and brand strategy• design meeting or event from participant/spectator perspective• engage expertise if required, e.g., marketing firm, consultant• conceptualize theme:- identify core concepts, topics or messages- create appealing images, e.g., logo
- identify means to integrate theme into all aspects of meeting or event- involve stakeholders, e.g., consider requirements of sponsors- consider cultural environment and norms- identify destination attributes• integrate branding and theme imagery into aspects of meeting or event experience

4.04

Develop procurement plan

Knowledge of:• how to conduct a cost/benefit analysis• request for proposal process• organizational strategies and policies
Ability to:• evaluate past patterns of resource use, trends and developments• identify need for supplementary products and services, including required range andquantity• research options available to meet needs that minimize risk
• assess costs and benefits for options available• select best options/strategies, e.g., purchase or rent equipment, issue a request for
proposals for services• adjust activities if products/services are not available• record best options/strategies and financial information• evaluate and determine best housing method, e.g., housing bureau, rooming list,
online direct to property, etc.

4.05

Establish milestones andcritical path

Knowledge of:• tasks and phases required for meeting or event• interdependence of tasks and phases• schedule development and revision• planning and managing projects
Ability to:• identify specific, realistic, measurable and achievable tasks and phases required tomeet meeting or event objectives• set goals and objectives• prioritize goals and objectives• determine links, dependencies, timelines and critical dates• estimate task durations• assign tasks to specific committees or individuals• schedule regular review of critical path
• identify potential risks• adjust critical path as needed

A. STRATEGICB.
PROJECT MANAGEMENTPLANNING
4.06

Develop integrated
communication plan

Page 19
Knowledge of:• applicable legislation, e.g., intellectual rights, privacy• organizational structure• strategic plan and goals• differences (e.g., priorities, views) of respective stakeholders, e.g.,
intra-departmental, project team, external• marketing, public relations, and communications plan
Ability to:• design meeting or event communication plan that will complement or integrate withorganization’s communication plan, internal organization’s plan and external stakeholders’ plan
• establish standardized documentation and document design procedures• develop information retrieval systems• create information collection policies, procedures and structures• construct information distribution policies, procedures and structures• generate policies and procedures to maintain system security and integrity, e.g.,develop privacy policy, develop accessibility policy• set up data reporting and monitoring systems• establish record-keeping and filing systems• develop information preservation and archiving policies and procedures• create plan for site communication, e.g., use of two-way radios, protocols,
emergency contacts, risk management plan, on-site logistics• source and select technology for site communication• analyze and select different technologies, e.g., database, paper filing system

4.07

Develop evaluation/audit
procedures

Knowledge of:• evaluation processes and procedures• generally accepted accounting principles• setting measureable objectives• meeting or event-related elements or activities that may be evaluated/audited before,
during and after meeting or event• stakeholder requirements
Ability to:• define purpose of evaluation/audit• identify areas to be evaluated, e.g., mission, goals, program, sponsorship program,attendance, finances• determine critical success factors for meeting or event, i.e., benchmarks• design evaluation/audit procedures, for example:- determine who will conduct evaluation/audit- identify information required for evaluation/audit, e.g., plans, budgets, variancereports, progress reports• select date(s) for implementation• establish reporting process

A. STRATEGICB.
PROJECT MANAGEMENTPLANNING

Page 20SKILL 5 Manage Meeting or Event Project
Common Knowledge:

5 Years
Daily

!

5.01

5

• Mission statement, goals and objectives ofmeeting or event and organization• Organizational policies and procedures• Organizational structure

Subskills

Knowledge and Abilities

Manage critical path

Knowledge of:• critical path and review schedule
Ability to:• identify specific tasks and projects required to achieve mission, goals and objectivesof meeting or event• prioritize tasks and projects• determine timelines and critical dates• create meeting or event briefs outlining relevant information for specificstakeholders, e.g., committee members, suppliers, agencies, project team• assign tasks to specific groups or individuals based on skills or areas of expertise• schedule regular review of critical path:- assess variations between estimated and actual time
- analyze resource deficiencies and overages• take corrective action based on results of review• keep key personnel informed of progress and changes

5.02

Manage contracts

Knowledge of:• principles of negotiation, stages of negotiating process and different negotiation
techniques• components of legal contracts• meeting or event and organization’s requirements
Ability to:• identify requirements for contract:- prepare specifications• communicate request for proposal process to potential suppliers of goods andservices• evaluate proposals against criteria• negotiate contracts:- strive for beneficial outcomes for all parties involved- determine what is negotiable and non-negotiable- explain organization’s position and viewpoint- listen to and validate other parties’ positions and viewpoints- discuss options- agree on most viable options, e.g., service, timelines- decide on sources of information for evaluation• consult legal opinion, if needed• integrate contractual obligations into meeting or event’s critical path• maintain productive relationship with contractors:- monitor progress on a regular basis to ensure organization and contractors are
fulfilling obligations- agree on action to rectify non-compliance- deal with breaches of contract within acceptable time frame

A. STRATEGICB.
PROJECT MANAGEMENTPLANNING

Page 21• assess contractors’ performance to identify strengths and weaknesses• monitor contractors’ expenditures against contract• compare organization’s performance against contract (evaluate own performance)
5.03

Manage running of meetingor event

Knowledge of:• critical path and schedule• on-site resources and personnel• on-site meeting or event management• integrated communication plan
Ability to:• follow agreed-upon plans for meeting or event• maintain flow/sequence of activities during meeting or event• ensure all resources, personnel and supports are in place and ready• make sure all personnel and participants are briefed, e.g., submit event guide to all
stakeholders• provide authorizations for elements of meeting or event to take place, where necessary• receive and distribute funding• oversee the work of key personnel and other stakeholders throughout meeting or
event:- follow integrated communications plan
• implement risk management techniques and strategies to minimize disruption toparticipants and attendees and to deal with problems that arise• keep key personnel informed of progress and changes• maintain records

A. STRATEGIC
B.
C.
RISK
PROJECT
MANAGEMENTMANAGEMENTPLANNING

Page 22SKILL 6 Manage Risk Management Plan
Common Knowledge:

8 Years
Routinely/Regularly

!

6.01

5

• Mission statement, goals and objectives ofmeeting or event and organization• Meeting or event plans, e.g., critical path
• Common risk factors

Subskills

Knowledge and Abilities

Identify risks

Knowledge of:• research methods• importance of risk management• organizational resources• Common risk management procedures

Ability to:• review meeting or event plan, e.g., type of meeting or event, location of meeting or
event, time of year, time of day, duration of meeting or event, profile of attendees,
number of attendees• review any investigations of previous incidents• determine scope and nature of legal, ethical and regulatory obligations:- consider range of legal and regulatory issues, e.g., contracts- determine jurisdictions responsible, e.g., national and local governments- identify legislation, codes, ordinances, mandates and regulations applicable tomeeting or event and its operations- identify authorities, agencies or governing bodies responsible- determine process for acquiring authorizations• consult with other relevant individuals, e.g., colleagues, clients, contractors,
performers, legal, security personnel, venues• evaluate venue and geographic location for potential hazards, threats, vulnerabilities or other risks• assess the need for specialist advice or assistance in addressing legal, regulatory andjurisdictional requirements• conduct risk assessment
6.02

Analyze risks

Knowledge of:• authorities, agencies and governing bodies that preside over specific activities withina jurisdiction
Ability to:• determine:- what is exposed to damage, loss or liability, e.g., property, persons, cash,
reputation, environment- what could cause damage, loss or liability- who could suffer damage, loss or liability- when damage, loss or liability might occur

6.03

Develop management andimplementation plan

Knowledge of:• authorities, agencies and governing bodies that preside over specific activities withina jurisdiction• risk analysis• organizational structure• legislation, regulations and possible impacts on plan
• location situational analysis

A. STRATEGIC
B.
C.
RISK
PROJECT
MANAGEMENTMANAGEMENTPLANNING

Page 23• risk management options, for example:- loss prevention, e.g., security, incorporation, copyright- risk financing, e.g., insurance, hold backs, payments, liens- risk control, e.g., safety precautions, safety training, maintenance programs
Ability to:• evaluate options to meet legal requirements and mitigate risks:- seek advice from regulatory authorities and specialists- put supports in place to minimize risks• identify health and safety requirements:- select available options to meet requirements• establish risk management policies and procedures, e.g., travel policy concerning
insurance requirements or number of individuals from one organization on thesame flight:- seek input from regulatory authorities and specialists, e.g., underwriters- obtain approval from supervisor/leadership• prepare risk management plan, including:- chain of command- emergency and control procedures- spokesperson- implementation strategies, e.g., decision-making authority, resource
requirements, coordination requirements• gain support of organization and key personnel for risk management• implement plan to manage risks• communicate plan and procedures, e.g., to emergency services, media, suppliers,
senior management and staff• assess risk management plan on ongoing basis• comply with regulations, where applicable• consult experts, where needed• obtain insurance:- review insurance coverage needs and levels periodically- update insurance coverage as needed

6.04

Develop and implement
emergency response plan

Knowledge of:• local- and venue-specific emergency response protocols• decision-making authority• emergency response plan
Ability to:• conduct a threat assessment to identify potential threats, hazards or emergencies,
e.g., earthquake, disease outbreak, hazardous material spill, utility failure, bombthreat, structure collapse• perform a capability assessment to determine resources available to respond to an
emergency, e.g., medical, fire, rescue, security• confer with authorities to determine requirements and appropriate emergency
procedures, for example:- access, egress and locations for emergency services- exit route configuration for site evacuation- on-site medical services required, e.g., number and locations of first-aid stations
and emergency medical technicians- internal and external communication systems- roles, responsibilities, lines of authority and delegation of duties• implement emergency response plans and communication procedures• carry out contingency and business continuity plans as appropriate

A. STRATEGIC
B.
C.
RISK
PROJECT
MANAGEMENTMANAGEMENTPLANNING
6.05

Arrange security

Page 24
Knowledge of:• risk analysis• types of security alternatives
Ability to:• determine needs, considering:- type of meeting or event- hours of operation- type of venue- types of activities, e.g., serving alcohol- number and nature of attendees and VIPs
- number and nature of entrances and exits- traffic patterns- insurance requirements• comply with legislation• inform authorities—e.g., fire, police—of meeting or event time, dates and activities• arrange for:- security staff and facilities- training for staff and volunteers- accreditation for security staff• attain certificates of insurance from suppliers:- obtain additional coverage, as needed• detail security procedures for emergency situations, for example:- crowd control- site evacuation- natural disaster- terrorist activities• implement internal and external security communication systems• establish system for reporting and recording incidents

A. STRATEGICB.
D.
PROJECTFINANCIALMANAGEMENTMANAGEMENTPLANNING

Page 25SKILL 7 Develop Financial Resources
Common Knowledge:

5 Years
Routinely/Regularly

!

7.01

5

• Mission statement, goals and objectives ofmeeting or event and organization• Applicable legislation and legally binding
documents, e.g., contracts• Meeting or event profile, features,budget and decision deadline• Meeting or event plans, e.g., critical path
• Target markets

Subskills

Knowledge and Abilities

Manage sponsorship process

Knowledge of:• sponsorship goals/targets including on-site and post-meeting or event deliverables• sponsorship protocols, e.g., preferred method of communication• sponsorship restrictions and constraints, e.g., regulations• measurement procedures
Ability to:• establish sponsorship levels:- identify financial or in-kind values for each level- define benefits for each level- estimate costs for providing benefits• obtain support of key stakeholders for proposed sponsorship arrangements• seek legal opinion as needed• identify potential sponsors, considering:- compatibility with meeting or event- exclusivity- income or cost-avoidance goals- advertising and budget limitations• produce sponsor benefit packages containing:- overview and history of meeting or event- corporate identity to be presented, e.g., use of logos- value for sponsorship- letter of proposal- audience demographics- return–on-investment measures and opportunities- sponsorship benefits and limitations- pre-event/meeting sponsorship restrictions• distribute sponsor benefit packages to potential sponsors• contact potential sponsors, e.g., primary decision-maker or person of influence:- determine type of support available, e.g., cash, discounts, products- establish relationships with sponsors’ creative agencies- negotiate sponsor commitment, e.g., distribution, product sales, set-up, teardown, sampling• consider how sponsors may complement or conflict with each other• prepare contracts for committed sponsors, outlining:- details of meeting or event- responsibilities of both parties, e.g., liabilities, personnel, entertainment- financial obligations- release forms and waivers- policy regarding meeting or event cancellation- insurance requirements• maintain relationships with sponsors, e.g., provide regular updates• manage contractual fulfillment, e.g., delivery of benefits• follow up, e.g., evaluate sponsor involvement, return on investment from sponsors’
points of viewA. STRATEGICB.
D.
PROJECTFINANCIALMANAGEMENTMANAGEMENTPLANNING
7.02

Manage donor process

Page 26
Knowledge of:• financial targets for donors• public relations and marketing plan
• establishing partnerships and alliances• previous donor list for event or meeting
Ability to:• identify potential donors• specify possible donor opportunities• determine need for donor recognition• develop donor recognition program, e.g., benefactor, friend, supporter• coordinate approach for soliciting potential donors• contact potential donors:- outline how donations will be used and expectations will be met- request specific contribution if appropriate• implement donor recognition program• carry out communications plan

7.03

Manage program funding
process

Knowledge of:• financial targets for funding• funding sources, e.g., grants, government programs, sponsors, registrations,products
Ability to:• review budget and set goals for funding• research potential funding sources, e.g., government, corporations, foundations,associations:- identify available funding, e.g., grants- determine eligibility for funding- identify contact persons• obtain and complete applications• compile support materials, for example:- letters of recommendation- budgets/financial statements- business plans- benefits• submit applications and support materials to appropriate parties• follow up on status of applications, e.g., by telephone, send letter• meet requirements of funding that is awarded, e.g., reporting

7.04

Manage registration process

Knowledge of:• financial targets for registration• previous registration list for meeting or event• public relations and marketing plan
Ability to:• identify potential attendees and types of attendees• communicate attendee benefits in pre-registration information packet containing:- overview and history of meeting or event- location of and cost to attend meeting or event- identity of meeting or event sponsor- educational value of attending- meeting or event agenda- criteria for acceptance of registration (if applicable)- additional programming offerings, e.g., tours, spouse programming, hospitality• identify potential supplier partners, i.e., application service provider, full-service
registration contractor

A. STRATEGICB.
D.
PROJECTFINANCIALMANAGEMENTMANAGEMENTPLANNING

Page 27

SKILL 8 Manage Budget
Common Knowledge:

3 Years
Routinely/Regularly

!

8.01

5

• Mission statement, goals and objectives of meetingor event and organization• Financial goals• Financial statements and management systems

Subskills

Knowledge and Abilities

Develop budget

Knowledge of:• scope of meeting or event• meeting or event objectives• type of insurance• basic accounting principles• required budget format• organization’s cash flow
• fluctuations in currency
Ability to:• define budget format and categories• identify, access and interpret data and data sources needed for budget preparation,e.g., previous budgets, audits• analyze internal and external factors for potential impacts on budget, e.g., newlegislation, market trends• determine potential sources of revenue, for example:- grants- sponsorships- sales, e.g., ticket sales, souvenirs- registration- advertising- exhibitor fees
• allocate budget amounts for meeting or event activities, for example:- programming- production- marketing- administration- human resources, e.g., volunteers, staff- transportation- food and beverage- accommodations- shipping costs- insurance- taxes- gratuities• establish contingency plan and funds• create chart of accounts:- break down into weekly or monthly budgets- detail projected cash flow
• specify fixed and variable costs• comply with budget control guidelines, e.g., payment policies and procedures, cost
controls, deposit policies and procedures for cash, credit cards and payments• schedule regular budget reviews

A. STRATEGICB.
D.
PROJECTFINANCIALMANAGEMENTMANAGEMENTPLANNING

Page 28• submit budget for approval, if necessary, e.g., to senior management, partners ororganization:- revise budget as required• communicate budget decisions to those affected

8.02

Establish pricing

Knowledge of:• profit requirements and desired profit margin• cost of sales• attendee income profiles• annual consumer price index trends• currency and credit card procedures for multi-national meetings or events• credit card handling costs• currency fluctuations• pricing information of similar meetings or events (past and present)• tax structures in host location• perceived market value of products and services
Ability to:• collect and analyze information related to current market conditions• calculate direct and indirect costs• establish pricing structure, e.g., percentage increase or cost plus, member discount
rates

8.03

Establish financial controls
and procedures

Knowledge of:• cash flow requirements, e.g., human resources, marketing, inventory, logistics/operations• organization’s policies and procedures concerning financial controls, e.g., banking
procedures and policies• tax implications and reporting requirements
Ability to:• schedule regular budget reviews to:- compare actual to projected costs and revenues- analyze variances- identify revisions needed• determine acceptable forms of payment, e.g., cash, cheque, credit, debit:- take into account transactions fees
• make arrangements for credit, e.g., credit accounts with suppliers• establish systems and controls, for example:- two signatures on cheques- purchase orders- recorded change orders- inventory control and tracking systems- on-site cash management procedures- approvals• monitor systems and controls, for example:- establish internal and external audit procedures- produce month-end reports- check bank reconciliations- produce balance statements

A. STRATEGICB.
D.
PROJECTFINANCIALMANAGEMENTMANAGEMENTPLANNING
8.04

Manage cash flow

Page 29
Knowledge of:• internal, local and international accounting procedures, as required
Ability to:• review accounting procedures regularly:- examine receivables, payables, inventory and cash flow
• examine financial statements monthly for accuracy• assess cash management procedures for effectiveness and security• inform key personnel immediately if fraudulent activities are identified

8.05

Monitor budget performance

Knowledge of:• budget control guidelines• importance of budget control• reporting mechanisms and audit procedures• performance indicators
Ability to:• adhere to budget control guidelines and respond to variances• monitor revenues and expenses within established time frames:- review bank reconciliations, expenses and variance- compare budgeted amounts to actual amounts• identify variances between budgeted and actual figures:- determine cause(s)- identify impacts- respond accordingly, e.g., revise activities, reallocate funds- communicate information and decisions to those affected• define opportunities for improved budget performance:- proactively source new suppliers and revenue streams- discuss desired budgetary outcomes with colleagues- present recommendations to appropriate individuals or departments• obtain approval for amended budget, where required• pursue ideas for increasing income or reducing expenditures• communicate budget performance to key personnel• complete financial reports:-deliver to stakeholders

8.06

Revise budget

Knowledge of:• budget development/revision guidelines• limits of authority, and authority of others, e.g., who has signing authority• communication requirements
Ability to:• revise or propose revisions to budget, e.g., reallocate funds to coverunexpected expenditures or revenues• seek approval as required• update plan as required• communicate with impacted vendor or stakeholder, as needed

A. STRATEGICB.
D.
PROJECTFINANCIALMANAGEMENTMANAGEMENTPLANNING

Page 30SKILL 9 Manage Monetary Transactions
Common Knowledge:

1 YearRoutinely/Regularly!

3• Financial accounting and internal controls andprocedures• Security measures

Subskills

Knowledge and Abilities

9.01

Establish cash handlingprocedures

Ability to:• communicate policies and procedures to staff and volunteers• take steps to prevent theft• coordinate money handling:- set up central cash office- establish record-keeping systems, e.g., receipts- set up cash collection and deposit systems- arrange for security and audit systems

9.02

Monitor cash handlingprocedures

Ability to:• review security procedures• monitor revenues and expenses• monitor cash handling procedures• monitor audit documentation• revise procedures as neededA. ADMINISTRATIONB.
E.
STRATEGICPROJECT MANAGEMENTPLANNING

Page 31SKILL 10 Perform Administrative Tasks
2 Years
Daily

!

10.01

3

Common Knowledge:• Basic technology terminology• Applicable legislation, e.g., protection of data andprivacy• Organizational policies and procedures

Subskills

Knowledge and Abilities

Coordinate officeadministration

Knowledge of:• operating and maintenance guidelines for office equipment• attendee needs, e.g., required use of fax machine in the absence of Internet service
Ability to:• standardize administrative functions, e.g., systems, policies and procedures forrecord-keeping, selecting/purchasing supplies and equipment, maintaining
equipment• monitor administrative functions to ensure they are being completed as required• ensure routine maintenance is carried out and/or planned:- arrange service agreements with supplier as required

10.02

Manage information system

Knowledge of:• budget allocation for information system• types of information to be managed• information interface, e.g., human to non-human (how it will happen)• audit trail, e.g., paper, electronic• data storage and retrieval requirements• security requirements• business writing formats, e.g., letters/correspondence• filing systems and protocols for electronic and paper files• storage options, e.g., in-house, off-site
Ability to:• identify information to be managed and resources available• standardize document protocols, e.g., naming protocol• design system that meets needs and budget, e.g., set up integrated filing system forelectronic and other files• provide training to users• monitor use of information system• assess and adjust information systems to better meet stakeholder needs• review records storage system:- keep records accurate and current, e.g., delete outdated records• maintain security of information system, e.g., require passwords for access torecords, secure essential records off-site• follow procedures for back-up of electronic files• resolve problems

10.03

Write reports

Knowledge of:• organizational reporting requirements, e.g., reports, research, deadlines• audience• research techniques and methods• relevant sources of information• report formats, structures and styles for commonly used business documents• business writing skills• effect of formatting on readability and appearance of documents

A. ADMINISTRATIONB.
E.
STRATEGICPROJECT MANAGEMENTPLANNING

Page 32• options for presentation, e.g., design, layout• options for security, e.g., “read-only”• capabilities and limitations of computer software programs, e.g., where to accessmanuals, user documentation and online help
Ability to:• use computer hardware and software, e.g., word processing software, spreadsheet
software• research information using formal and informal methods• organize information to assist analysis• analyze and assess data for relevance• identify key ideas to develop a clear message• determine document purpose, audience and presentation requirements withappropriate personnel• design structure and layout, considering needs of audience• use language and style appropriate to audience• input text and data into format• edit and proofread• obtain feedback and approvals, as necessary• follow information management system protocols, e.g., follow file naming convention, create back-up file

A.HUMANB.
F.
STRATEGICPROJECTRESOURCES
MANAGEMENTPLANNING

Page 33

SKILL 11 Manage Human Resource Plan
Common Knowledge:

5 Years
Routinely/Regularly

!

11.01

5

• Mission statement, goals and objectives ofmeeting or event and organization• Job descriptions• Current and emerging approaches on
managing workplace diversity• Organizational policies and procedures• Applicable legislation, e.g., labor, liquor• Labor agreements, if applicable• Organizational structure• Meeting or event plans, e.g., critical path

Subskills

Knowledge and Abilities

Determine workforce
requirements

Knowledge of:• requirements of meeting or event plans• project hours• seasonal needs• benefits and implications of workplace diversity• staff turnover rate and reasons for turnover• suppliers’ obligations and deliverables• labor regulations• existing staff and volunteers
Ability to:• conduct task/function analysis• assess benefits, costs and risks to organization in relation to volunteer involvement,e.g., requirement for additional insurance• define roles and responsibilities of staff and volunteers:- determine what needs to be outsourced (contracted)• determine human resources needed for particular meeting or event, e.g., required
employees or outsourced (contracted) positions• identify human resources needed for organization• establish wage rates and salary expectations• develop plans that show respect for workplace diversity•select recruitment techniques to address shortfalls, e.g., hire contractors

11.02

Establish workforce policies
and procedures

Knowledge of:• shift requirements/project requirements• team-building principles and practices• labor agreements, where applicable
Ability to:• establish policies in applicable areas, such as:- recruitment- orientation- training- supervision- performance reviews- conflict resolution- discipline- termination- roles and responsibilities- rewards and recognition, e.g., volunteer rewards- sick leave• ensure that proposed policies and procedures comply with legislation• communicate policies and procedures to staff• monitor implementation of policies and procedures

A.HUMANB.
F.
STRATEGICPROJECTRESOURCES
MANAGEMENTPLANNING
11.03

Develop training plan

Page 34
Knowledge of:• performance expectations/roles and responsibilities• local employment conditions• working culture and practices of industry sector• learning initiatives and arrangements that apply to industry sector
Ability to:• assess current skills and abilities of staff/volunteers and organization as a whole• determine gaps in training, e.g., examine common customer complaints,
review changes to technology• prioritize training needs:- identify most suitable method for training• estimate time required to complete training• research current training trends• review budget and determine funds available for training• set measurable objectives• address gaps in training through external or internal training strategies• develop criteria to evaluate success of training plans, e.g., tests• put resources and policies in place to support training, e.g., time off to attend
sessions• identify specialists or expertise needed to provide instruction

11.04

Monitor human resource
plan

Knowledge of:• local employment conditions• staff turnover rates for industry• staffing shortfalls• current skills and abilities of staff/volunteers• current wage rates• performance appraisal process
Ability to:• measure staff turnover and reasons for leaving• adjust human resources to address trends and issues• review and update job descriptions• conduct performance appraisals• conduct exit interviews

A.HUMANB.
F.
STRATEGICPROJECTRESOURCES
MANAGEMENTPLANNING

Page 35SKILL 12 Aquire Staff and Volunteers
Common Knowledge:

3 Years
Occasionally

!

12.01

4

• Job descriptions• Applicable legislation, e.g., labor• Organizational structure• Organizational policies and procedures• Meeting or event plans, e.g., critical path

Subskills

Knowledge and Abilities

Develop selection criteria

Knowledge of:• local employment conditions• local labor laws
• skill sets required for specific positions• local terms and conditions applied to volunteers, where applicable
Ability to:• seek input from current staff about duties and responsibilities• review documentation as required, for example:- organizational chart- comments from exit interviews• document job requirements, for example:- job title- summary of duties- required qualifications and skill sets
- level of responsibility, authority and accountability- wages and/or benefits- days/hours of work or time commitment required- grooming and dress codes- option for job to be conducted outside of office, i.e., ‘virtually’

12.02

Recruit staff and volunteers

Knowledge of:• recruiting methods• costs associated with recruitment• budget restrictions• sources for volunteers• security checks
Ability to:• determine best methods for recruiting target group, for example:- promote opportunities through local media- promote within organization- seek referrals through networking- participate in work education programs- review applications- contact or hire employment agency• ensure process is fair, consistent, and effective• design recruitment ads if required, including:- job description- minimum qualifications- how to apply- deadline for applying- contact information• ensure recruitment information is clear and accurate

A.HUMANB.
F.
STRATEGICPROJECTRESOURCES
MANAGEMENTPLANNING

Page 36• consult with supervisors to assist with recruitment• implement recruiting method, e.g., attend job trade fair• screen applicants by comparing applications to requirements:- complete pre-employment security or police record checks, if required• select applicants for interview process based on objective criteria

12.03

Interview candidates

Knowledge of:• evaluation criteria• labor laws
• effective interviewing protocols, e.g., preparing post-interview reports for future
analysis
Ability to:• prepare for the interview, including:- preparing questions and evaluation criteria- assembling necessary documents, e.g., wage scales, job descriptions- ensuring that content expert is present if necessary, e.g., food and beverageexpert- selecting quiet, comfortable place for interview- scheduling applicants• greet applicant and put at ease
• introduce self and other members of the interview team• review key information from application form
• provide applicant with overview of organization and proposed position• gain insight into applicant’s personality and skills by asking open-ended questions,e.g., inquiring about strengths and weaknesses• explain the selection process• encourage questions• determine applicant’s available starting date and compensation expectations• record comments and ratings based on evaluation criteria

12.04

Select best candidates andoffer positions

Knowledge of:• evaluation criteria
Ability to:• review comments and ratings from interview forms• rank candidates• contact references to verify information, e.g., past performance, dates of
employment• perform other security or reference checks, e.g., driver’s abstract, police record
check• test candidate’s skills, if applicable• select most suitable candidate and alternates• contact most suitable candidate to offer position and confirm details, e.g.,commencement date, benefits• allow reasonable time frame for response• determine reason if candidate declines offer• provide written offer if candidate accepts:- may include a contract and confidentiality or privacy agreement• notify unsuccessful candidates• process and file documentation

A.HUMANB.
F.
STRATEGICPROJECTRESOURCES
MANAGEMENTPLANNING

Page 37SKILL 13 Train Staff and Volunteers
Common Knowledge:

3 Years
Occasionally

!

13.01

4

• Mission statement, goals and objectives ofmeeting or event and organization• Meeting or event features and details• Job descriptions• Applicable legislation, e.g., labor• Labor agreements, if applicable

Subskills

Knowledge and Abilities

Provide orientation

Knowledge of:• orientation and training procedures• company expectations and hiring guidelines• Organizational structure• Organizational policies and procedures• Communication protocols and reporting
structures• Current knowledge, understanding andskills of staff• Meeting or event plans, e.g., critical path

Ability to:• liaise with colleagues to ensure orientation is conducted in a way that minimizes
disruptions• welcome new staff/volunteers to the organization• inform staff/volunteers about organization, e.g., structure, policies and procedures,
culture• clarify roles, responsibilities and levels of authority• encourage questions• conduct tour of workplace or meeting or event site
• introduce staff/volunteers to others in the organization• provide documentation, if needed, e.g., meeting or event briefing• identify areas that may require training, for example:- knowledge of legislation, e.g., liquor laws
- cash controls- communication devises- expense accounts- office equipment operation- emergency/risk management procedures- use of technology• finalize and file documentation
13.02

Provide training

Knowledge of:• training program development and delivery methods• subject matter to be taught• learning styles and teaching methods• roles of staff, including limits of responsibilities and their personal work objectives
Ability to:• assess training needs, physical and financial resources and time restrictions• set measurable objectives• research existing programs• prepare training programs, including:- subject(s)- list of participants- method of delivery to meet learning styles of participants- equipment required- opportunities for practiceA.HUMANB.
F.
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Page 38- length of program- time, date and location- instructors- method of evaluation• conduct training session• recognize successful completion of training• evaluate effectiveness of training program• adjust program if necessary

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Page 39SKILL 14 Manage Workforce Relations
Common Knowledge:

10 Years
Daily

!

5

Subskills
14.01• Job descriptions• Applicable labor legislation• Labor agreements, if applicable• Organizational structure, policies andprocedures• Performance expectations

Knowledge and Abilities

Supervise staff and volunteers Knowledge of:• good practices, e.g., importance of feedback, conflict resolution• mentoring and coaching• methods of recognizing and rewarding employees
Ability to:• model high standards of performance and behavior, e.g., promote acceptance ofworkplace diversity• communicate expectations, roles and responsibilities of team members and leaders• promote teamwork• encourage effective communication• resolve conflicts• coach and mentor staff• delegate tasks and responsibilities• monitor individual and team performance towards goal(s)• provide regular feedback on job performance• identify training needs and set priorities with staff• address performance problems

14.02

Motivate staff and volunteers

Knowledge of:• motivational techniques, e.g., empowerment, providing sense of ownership• importance of maximizing volunteer retention
Ability to:• identify individual motivational needs of staff and volunteers, e.g., socialization,
experience, acknowledgement, status• accommodate individual needs• provide additional guidance and training• use positive reinforcement• employ incentives where appropriate• recognize and reward efforts, e.g., letter, recognition event, gift, letter ofachievement

14.03

Manage teams

Knowledge of:• purpose of team• required mix of expertise, knowledge and skills to achieve team purpose• leadership styles• team dynamics and stages of growth
Ability to:• communicate purpose of team clearly• set measurable objectives• identify staff/volunteers’ areas of expertise, knowledge, skills, attitudes and theirroles within the team

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Page 40• select staff/volunteers to build team and recruit staff to fill in gaps
• agree on acceptable team behaviors that will help team achieve goals• facilitate introduction of new team members• review team performance at critical points, e.g., review key performance indicators• encourage open communication between team members to:- provide feedback on each other and team as a whole- find solutions to problems• help individuals understand their contributions to the team• celebrate team and individual successes• recognize and debrief team when purpose has been achieved• match leadership style with team characteristics

14.04

Evaluate staff

Knowledge of:• principles for measuring performance• organizational performance policies
Ability to:• determine format of performance review for purposes• provide regular feedback on performance• prepare for periodic performance review, e.g., schedule, review job performance• conduct periodic performance review, including:- state purpose of review- begin and end with positive feedback- compare performance to job requirements- seek input, feedback and discussion- discuss and agree on follow-up plans- update follow-up plans• document information related to performance

14.05

Process terminations andresignations

Ability to:• determine reasons for resignation, e.g., conduct exit interview• offer reasons for termination• seek approvals:- follow organizational procedures, e.g., consult with supervisor• provide copies of required documentation• explain details of compensation and benefits, if applicable• take security measures, if necessary, e.g., escort staff off premises, change access andsecurity codes• notify others who may be affected by termination or resignation, e.g., payroll,customers, suppliers• acquire company-owned equipment• complete appropriate documentation

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Page 41

SKILL 15 Manage Stakeholder Relationships
Common Knowledge:

7 Years
Routinely/regularly!

5• Mission statement, goals and objectives ofmeeting or event and organization• Meeting or event details, e.g., features,
critical path

Subskills

Knowledge and Abilities

15.01

Identify stakeholders

Ability to:• identify internal and external stakeholders, e.g., clients, officials, sponsors,participants, providers• define stakeholder interest, issues and priorities• determine opportunities and challenges that each stakeholder presents

15.02

Assess stakeholders

Ability to:• determine potential impacts of stakeholders on meeting or event, and vice versa• assess validity, power and urgency of each stakeholder• define stakeholder roles and desired support and resulting obligations• develop plans for acquiring strategic, economic and political alliances locally,
regionally and nationally

15.03

Classify stakeholders

Ability to:• categorize stakeholders• prioritize stakeholders according to power, influence and interest• identify linkages between stakeholder groups

15.04

Manage stakeholder activities Knowledge of:• applicable legislation, e.g., liquor laws, professional codes• appropriate protocols and local customs, e.g., dress code, VIP treatment
Ability to:• recognize and integrate varied interests and goals of stakeholders• determine activities that meet the needs of stakeholders, e.g., site tours, pre-launchparty, donor appreciation program, committee meetings• acknowledge and monitor stakeholder concerns and capabilities• follow appropriate protocols when communicating with stakeholders• communicate appropriate protocols to stakeholders• sequence and synchronize activities• develop schedules of activities• liaise with all stakeholders

15.05

Manage stakeholder
relationships

Knowledge of:• codes of practice and ethics including customer and consumer rights• legal and regulatory requirements• meeting or event products and services• meeting or event stakeholders• stakeholder satisfaction survey methods• strengths and weaknesses of products and services• competitors’ activities, products and services

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Ability to:• ensure staff understand expectations of stakeholders• make sure staff understand their own roles and responsibilities for meeting stakeholder expectations• empower staff and volunteers to deliver good stakeholder service• confirm that clear and effective conflict resolution processes are in place• investigate and resolve reoccurring problems• communicate acceptable day-to-day behavior that matches organization’s values• recognize contribution of ‘front line’ staff who work with stakeholders• establish system to evaluate/monitor stakeholder satisfaction• make recommendations to improve service

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Page 43

SKILL 16 Design Program
Common Knowledge:

5 Years
Routinely/regularly

!

16.01

5

• Mission statement, goals and objectives ofmeeting or event and organization• Creative concept and theme of meeting orevent• Target market(s)• Previous entertainment/performance
programs• Budgetary restrictions, constraints andfinancial targets• Meeting or event plans, e.g., critical path

Subskills

Knowledge and Abilities

Determine program
components

Knowledge of:• potential program components, e.g., activities, food and beverages, décor anddesign, educational sessions• structure and sequence of program components• sources of human, physical and financial resources• meeting or event objectives• attendee profile• previous program evaluation results/report• legal and regulatory requirements
Ability to:• analyze previous year’s(s’) program and evaluation report, if applicable• consider meeting or event objectives, and education and learning principles• research new ideas:- review programs of other similar meeting or events- survey target market(s)- determine attendee expectations, e.g., conduct brainstorming and otheridea-generating exercises- identify opportunities for innovation• identify desired program components, e.g., speakers, entertainment, attractions,activities, ancillary programs• ensure desired components meet legal and regulatory requirements• obtain cost estimates and discuss details with colleagues, as applicable• gain stakeholder support for program components

16.02

Select program content anddelivery formats

Knowledge of:• education and learning principles• theme of meeting or event• desired program components• projected attendance• legal requirements• marketing activities• participation patterns
Ability to:• research options, e.g., send out requests for proposals/bids, contact agents andspeakers’ bureaus, identify key personnel• communicate meeting or event needs with speakers and entertainers• match program format and outcomes to stakeholder objectives• select options that meet needs and constraints, e.g., legal, site, budget, educationalgoals• consider compatibility to meeting or event objectives, other program components
and marketing strategies

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16.03

Structure and sequence
program components

Page 44

Knowledge of:• program components’ requirements• contract requirements• time frame• meeting or event critical path• site design• marketing activities• program sequencing tools, e.g., flow charts, Gantt charts, meeting minutes• communication plan
Ability to:• determine location and duration requirements for each program component• consider pace, set-up requirements• identify contiguous and concurrent program components• accommodate protocols for ceremonial/religious components• include marketing activity requirements, e.g., contest winners, competitions,announcements• compile program agenda• assign roles to personnel appropriate to their responsibilities and skills• allocate resources• develop contingency plan for program components• create required documents, including:- script, if required- detailed agenda- production schedule

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Page 45SKILL 17 Engage Speakers and Performers
2 Years
Occasionally

!

17.01

3

Common Knowledge:• Applicable legislation, e.g., labor,
copyright/intellectual property rights• Meeting goals and objectives• Adult learning principles• Organizational structure, policies andprocedures• Meeting or event plans, e.g., critical path

Subskills

Knowledge and Abilities

Determine meeting or event
requirements for speakers
and performers

Knowledge of:• times, locations or activities that require speakers and performers• requirements for performers• types of speakers and performers, e.g., musicians, presenters
Ability to:• determine types of speakers or performers to meet goals and objectives of meetingor event• source speakers and performers, e.g., use speaker bureaus, agents, directories

17.02

Develop selection criteria

Knowledge of:• audience demographics• type of program required• proposed time, duration and location
Ability to:• seek input on selection criteria• document selection criteria, for example:- type of performer or speaker required- duration and location of performance or program- compensation and/or benefits- hours of work or time commitment required• use selection criteria to choose suitable performers and speakers

17.03

Select candidates

Knowledge of:• selection criteria
Ability to:• prepare for selection, including:- questions and selection criteria- selection committee- supply speaker(s) and performer(s) selection criteria• review key information, e.g., overview of requirements• observe candidates’ performance, e.g., live selection or recorded• record comments and ratings based on selection criteria• select best performer or speaker

17.04

Secure contracts and communicate expectations

Knowledge of:• principles of negotiation• components of legal contracts• meeting or event requirements
Ability to:• negotiate contracts

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Page 46• monitor to ensure obligations are fulfilled• communicate regularly with speaker(s) and performer(s), including:- expectations of both parties- attendee expectations- goals of meeting- logistics- attendee profile- performance limitations, e.g., dress code, cultural information• integrate contractual obligations into meeting or event’s critical path
• follow up on issues:- agree on action to rectify non-compliance- deal with breaches of contract within acceptable time frame• evaluate contractors’ performances to identify strengths and weaknesses

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Page 47

SKILL 18 Coordinate Food and Beverage Services
Common Knowledge:

3 Years
Routinely/regularly!

5

Subskills
18.01• Meeting or event profile, features, budget
and theme• Target market(s)• Applicable legislation, e.g., liquor laws,
public health, food safety, responsible
beverage service• Meeting or event plans, e.g., critical path

Knowledge and Abilities

Determine food andKnowledge of:beverage service requirements • operational constraints due to venue, site or climatic conditions• dietary needs or concerns• principles and legal requirements of food safety• attendee profile• program schedule
Ability to:• identify considerations, for example:- theme- sponsors- licensing requirements- attendee profile- trends• develop guidelines for, for example:- acquiring products and services, e.g., tendering, direct purchase- establishing controls, e.g., quality, security- methods of distribution, e.g., paid or complimentary• comply with legislation, e.g., liquor, public health• confirm date, time and location of food and beverage services• perform quantity calculations• determine supplies and equipment required, e.g., dishes, cutlery, glasses, tables,
table linens, ice, tickets• arrange for:- equipment to be set up and operational- supplies to be delivered and available- delivery, storage, returns and recycling of bottles- security for cash, alcohol and tickets- staff training in responsible beverage service• schedule staff:- determine number of staff required- identify tasks to be completed• post schedule

18.02

Select menu(s)Knowledge of:• attendee profile• current food and beverage trends• event history, e.g., past selections
Ability to:• determine requirements for meal services:- menu- arrangements to meet dietary needs or concerns

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Knowledge of:• number of people- cancellation policy- margin for adjustment, e.g., 10%- minimum guarantee• identify requirements for refreshment and beverage services:- supplies, e.g., alcohol, mixes, condiments, glassware, ice- type of bar service, e.g., cash or host• address storage, e.g., refrigeration, space requirements• set menus:- consult with key stakeholders or sponsor- incorporate nutritional requirements- accommodate dietary restrictions- address cost considerations• ensure that serving staff are knowledgeable about menu and ingredients
18.03

Plan service style(s)Knowledge of:• types of service styles• principles and practices of food safety• program schedule• attendee profile
Ability to:• determine appropriate service style(s) for meeting or event, e.g., table service,
cocktail service, buffet, concessions• identify possible room set-ups:- check layout and amenities, e.g., electrical, water, service and storage areas• select service style(s) for meeting or event• develop service style plan, for example:- timing- staffing- equipment• confirm arrangements with suppliers

18.04

Select food and beverage
provider(s)Knowledge of:• qualified food and beverage providers• on-site and off-site food and beverage capabilities
Ability to:• conduct research for best value/price• source food and beverage suppliers• select food and beverage provider(s)• sign and date service contracts• maintain communication as meeting or event approaches

18.05

Manage alcohol service

Knowledge of:• training programs• applicable legislation, e.g., legal drinking age
Ability to:• address liabilities and insurance requirements• identify type of alcohol service, e.g., cash bar, host bar• ensure that staff are trained in responsible beverage service• monitor alcohol service• comply with applicable legislation

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Page 49

SKILL 19 Design Environment
Common Knowledge:

5 Years
Per project

!

19.01

4

• Meeting or event theme and branding• Target market(s)• Meeting or event plans, e.g., critical path
• Applicable legislation, e.g., special effects,
capacity

Subskills

Knowledge and Abilities

Establish functional
requirements

Knowledge of:• design concepts of meetings or events, e.g., learning formats, ergonomics• current trends• requirements for attendees with special needs
Ability to:• enhance attractiveness and functionality of meeting or event• incorporate movement, methodology and message into design concept• design an environment that:- enhances performance- encourages desired behavior and learning- fulfils stakeholder contract obligations, e.g., meets organization’s brandrequirements• integrate theme, branding and ambience into meeting or event environment• determine needs, e.g., registration area, meeting rooms, exposition, storage• comply with legislation, e.g., balloon releases, fireworks, lasers, capacity

19.02

Select décor and furnishings

Knowledge of:• importance of décor elements for functional and experiential contexts• props, scenery, decorations• design trends• theme, budget and objectives of meeting or event
Ability to:• review theme, budget and objectives of meeting or event• identify assets and limitations of site
• determine desired atmosphere for meeting or event• design elements of décor plan:- include meeting or event theme and images- incorporate signage obligations, e.g., as defined in contract requirements- incorporate audiovisual or technical elements as appropriate- comply with legislation, e.g., fire-retardant materials• submit draft plan for approval as necessary, e.g., board of directors, clients• communicate plan to appropriate parties, e.g., site manager, meeting or event
coordinator• source décor and furnishing suppliers• secure selected décor and furnishings

19.03

Coordinate meeting or event
signage

Knowledge of:• importance of effective signage• types of signage, e.g., digital, human, printed• people and vehicular traffic patterns and traffic flow design

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Ability to:• identify signage requirements for meeting or event, e.g., language• develop signage that provides information and identification• select signage that enhances desired and/or required traffic flow
• source and select appropriate suppliers• coordinate installation and placement of signage at meeting or event

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Page 51SKILL 20 Manage Technical Production
Common Knowledge:

5 Years
Per project

!

20.01

4

• Product and service terminology, featuresand options and current technology in key
areas of staging, e.g., lighting• Applicable legislation, e.g., permits,
occupational health and safety• Risk management, e.g., safety considerations• Problem solving and decision making• Meeting or event plans, e.g., critical path
• Meeting goals and objectives• Labor agreements• Communication order of command

Subskills

Knowledge and Abilities

Determine requirements forstaging and technicalequipment

Knowledge of:• installation and operation of production elements• physical constraints of site
• program objectives• audio-visual fundamentals
Ability to:• review program elements• determine staging needs, e.g., size, height, surface, capacity• identify equipment needs, e.g., lighting, sound, audiovisual, infrastructure, safety
equipment, special effects• secure permits or approvals for staging and equipment• specify spatial needs, temporal and infrastructure requirements and restrictions

20.02

Acquire staging and technicalequipment

Knowledge of:• meeting or event staging and technical equipment specifications• qualified suppliers and contractors
Ability to:• develop specifications:- detail precise requirements for staging and equipment to be acquired- use proper product and service terminology• source suppliers and contractors:- obtain quotes as necessary- negotiate and obtain staging and equipment

20.03

Install staging and technicalequipment

Knowledge of:• installation of staging and equipment• mechanics of production installation• skilled personnel for installation• hiring process for installation specialists• contingency plans
Ability to:• coordinate logistics of installing staging and equipment within meeting or event site,
e.g., timing of arrival and delivery, placement• address safety issues or concerns, e.g., electrical cords• ensure availability of installation equipment, machinery, tools and other assistive
devices• hire skilled installation professionals as required, e.g., stagehands, riggers,
electricians• monitor installation to identify necessary adjustments

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Page 52• tour stage area with appropriate person (e.g., technician, stage manager) to ensurethat requirements have been met for:- stage- lighting and audiovisual- special effects- stage security and safety- storage areas• make arrangements to address concerns
20.04

Oversee technical production
operation

Knowledge of:• stage management, including typical problems and resolutions• team leading and delegating• safety and integrity of staging and equipment, e.g., power and floor loads• location from which technicians will operate, e.g., booth, table, area, trailer
Ability to:• liaise with technical director and equipment operators as needed• communicate roles, responsibilities, restrictions and timelines with technicalpersonnel• provide sufficient time and access for performer and technical rehearsals andequipment checks:- evaluate all elements of program, e.g., program content, entertainers, sound,
special effects- adjust timing and sequencing if necessary• monitor technical issues during meeting or event• manage disruption to performance or program, where necessary

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Page 53

SKILL 21 Develop Plan for Managing Movement of Attendees
Common Knowledge:

3 Years
Routinely/regularly

!

21.01

4

• Meeting or event profile, features andbudget• Applicable legislation• Meeting or event plans, e.g., critical path
• Attendee/participant needs

Subskills

Knowledge and Abilities

Develop admittancecredential systems

Knowledge of:• admission and access control methods• registration methods, e.g., ticketing systems• admission support systems, e.g., crowd control, ushers, signage
Ability to:• analyze needs and requirements, e.g., capacity, criteria of access, restrictions• select admittance systems to be used, e.g., registration procedures, tickets, nametags, photo identification, wristbands• select technology to support admission systems• consult with specialists (e.g., local police, security company) as required• draft plan for admittance, including:- criteria- levels, e.g., general admission, VIPs
- methods- security- requirements for other on-site admission- communication policy- special needs of attendees

21.02

Select crowd management
techniques

Knowledge of:• communication plan
• access control methods• local regulations• traffic flow, circulation and congregation management• queue management• sources of specialist assistance in relation to crowd control, e.g., security companies,
police• technology and equipment used in crowd management• specific risk management issues associated with crowds
Ability to:• develop crowd management strategies for:- traffic flow, e.g., circulation, congregation- conditions exceeding thresholds, e.g., regulatory capacity levels- attendee behavior and restrictions• determine appropriate entry and exit locations, considering:- admittance credentials- seating systems- safety- traffic flow
• establish queue management if necessary• ensure that space, facilities and services are adequate for attendees

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Page 54• verify that appropriate signage is used
• communicate policies and expectations regarding attendee behavior and restrictions• use systems and personnel to manage and monitor crowd conditions and behavior:- have systems in place to respond to situations that exceed pre-established thresholds• obtain services and equipment, for example:- ushers- security- signs- barricades• secure approval of authorities, e.g., fire marshals• make sure specific risk management issues associated with crowds are in place
21.03

Coordinate accomodations
and transportation

Knowledge of:• types of accommodations and transportation available• reservation procedures and policies• cancellation policies• deposit requirements• payment procedures• room blocks and rates• corporate travel policies
Ability to:• coordinate accommodations:- inform participants of reservation process and responsibility, e.g., housing
bureau, self-booking- monitor room bookings and rooming lists if necessary• organize transportation:- analyze needs and options, e.g., airlines, taxis, charter buses- negotiate and contract suppliers- inform participants of reservation process and responsibility, e.g., deadlines,
rates, self-booking

21.04

Manage protocol
requirements

Knowledge of:• precedence• titles• styles of address• honor and salutes• flags• religious, cultural and ritual requirements• meeting or event logistics• regulatory issues, e.g., immigration, traffic laws
Ability to:• determine protocol requirements for:- invitations- reception room
- seating arrangements- introductions- transportation- accommodations- security• secure appropriate personnel, e.g., to conduct ceremonies, to accompany VIPs
• arrange for ceremonial equipment, e.g., flags• coordinate logistical requirements, e.g., to arrange food and beverage ortransportation needs of VIPs

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Page 55

SKILL 22 Select Site
Common Knowledge:

3 Years
Routinely/regularly

!

22.01

5

• Mission statement, goals and objectives ofmeeting or event and organization• Meeting or event profile, features andbudget• Meeting or event plans, e.g., critical path

Subskills

Knowledge and Abilities

Determine site specifications

Knowledge of:• target market(s)• type of venues• accessibility needs of special populations, e.g., VIPs, individuals operating
motorized vehicles• purpose of event or meeting
Ability to:• review nature, scope, complexity and fiscal requirements of meeting or event, e.g.,budget, profile and image, facilities licensing, season, anticipated attendance, flexibility, accessibility (including for those with disabilities), security needs• determine desired or required geographic location and type of facility for meeting or
event• define spatial needs, proximity, and housing patterns and accessibility requirements
for site• identify dates and durations of site occupancy• develop site selection criteria

22.02

Identify and inspect sites

Knowledge of:• selection criteria• site infrastructure• risk management factors
Ability to:• research potential sites, e.g., review sites of similar types and scopes of meeting or
events• conduct site inspection:- investigate and evaluate site, e.g., use site checklist- verify viability of facilities and services- determine availability of services• prioritize selection criteria• evaluate possible sites, for example:- evaluate location based on proximity to hotels, availability of parking in area,
and accessibility, e.g., public transportation, air lift
- rate sites based on dates, rates, space, guest rooms and other capabilities orconstraints• determine best site and communicate information to colleagues and key
stakeholders to secure approval• reserve and confirm site, e.g., negotiate and contract facility, outline responsibilities• maintain and develop effective working relationship with venue personnel

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Page 56

SKILL 23 Design Site Layout
Common Knowledge:

3 Years(No common knowledge identified for this skill)

Per Project

!

23.01

5

Subskills

Knowledge and Abilities

Design site layout

Knowledge of:• adult learning principles• meeting or event profile, features, budget and program• meeting or event concept and theme• site infrastructure and capacity• budgetary implications• applicable legislation, e.g., access, fire codes• site design and site planning, e.g., access points, location of emergency exits
Ability to:• determine needs, for example:- space- structures—fixed and temporary- adult learning needs- utilities, e.g., power, water, sewage, gas- parking- communications- areas for first aid and lost children- emergency access- bylaw requirements, e.g., fire regulations- signage- translation or interpretation needs• confirm location of structures and facilities within site
• draft site plan, recognizing:- structures—existing permanent and temporary- facilities- services- exhibit space- meeting or event program- attractions- human and vehicular traffic flow
- environmental implications- best use of resources- security• establish space assignments and set-up configurations:- obtain expert advice on configuration when needed- build in flexibility to allow for adjustments- detail placement and configuration, e.g., orientation of temporary structure
openings• inspect site and review site plan, for example:- accessibility- washrooms- obstructions- capacity limits- loading dock or loading entrance- special needs parking

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Page 57- vehicle road access- utilities• prepare accurate scale diagrams as required• inform organization/stakeholders/clients when changes are necessary, e.g., when aplanned temporary structure cannot be installed• adjust site plan as required• obtain support of key stakeholders for planned layout

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Page 58

SKILL 24 Manage Meeting or Event Site
Common Knowledge:

6 Years
Routinely/regularly

!

24.01

5

• Meeting or event profile, features andbudget• Applicable legislation, e.g., occupancy, fire
codes, occupational health and safety• Roles and responsibilities of individuals• Problem solving and decision making• Team leading and delegating

Subskills

Knowledge and Abilities

Create logistics action planfor site set-up and take-down

Knowledge of:• timing and sequencing• human resources• existing physical resources• Health, safety and security considerations• Meeting or event plans, e.g., critical path

Ability to:• confirm access to site, e.g., specific date(s) and time(s)• prepare detailed production schedule, including:- floor plans- timing- room set-ups- personnel required- roles and responsibilities• make arrangements for shipping/receiving and storage• ensure that human resources are available for set-up and take-down• define and implement site move-out requirements and restoration including key
contact points• communicate plan to appropriate individuals• integrate plan with other aspects of meeting or event
24.02

Set up site

Knowledge of:• site set-up and take-down action plan
• contractual obligations with suppliers• delivery schedules• health, safety, security and environmental considerations
Ability to:• confirm access to site
• communicate production schedule and responsibilities to appropriate individuals,e.g., staff, suppliers• ensure personnel are familiar with equipment being used
• follow up to ensure progress according to production schedule, for example:- arrival of services, deliveries and equipment- arrival of related groups- technical rehearsal time and performer/participant orientation- special facilities, e.g., dressing rooms, guest rooms/lounges, equipment rooms,
staff office• ensure equipment is checked and operational• coordinate inbound receiving• determine inbound inventory• liaise with facility management and site-specific personnel as appropriate

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Page 59• coordinate with appropriate colleagues and outside service people, e.g., refer issues
outside area of responsibility to appropriate personnel• adapt plan to changing circumstances as necessary:- brief all personnel involved
24.03

Monitor site during meetingor event

Knowledge of:• typical systems, procedures and logistics for on-site management• techniques for managing stress and time during operation of meeting or event• contractual obligations• risk management• contingency plans
Ability to:• monitor meeting or event operation through observation and appropriate
communication and control mechanisms• identify and analyze operational problems or need for additional services as issues
arise• implement solutions to problems immediately• liaise with appropriate parties (e.g., clients) throughout meeting or event to ensure itis progressing to their satisfaction• monitor and ensure effective delivery of services through ongoing liaison with
contractors• monitor and manage room block (e.g., VIPs, amenities, attrition, overbooking,dishonored reservations, etc.)

24.04

Take down site

Knowledge of:• site set-up and take-down action plans• contractual obligations• environmental considerations• health, safety, security and environmental considerations• time allotted for take-down
Ability to:• communicate production schedule and responsibilities to appropriate individuals,e.g., staff, suppliers• coordinate withdrawal of services and equipment, e.g., arrange for utilities to bedisconnected• allow enough time for take-down• coordinate human resources• arrange for specialized equipment if required• clean, count, and pack equipment:- check for missing and/or damaged items- return rented equipment- repair and store equipment• liaise with appropriate colleagues and outside service people• return site to condition specified in contract/agreement, for example:- ensure equipment is checked and operational- confirm suppliers have removed their items from site
- remove hazards caused by installation of temporary structures- remove waste and decorations: consider recycling options• conduct site inspection with facility representative to ensure that site clean-up issatisfactory• debrief personnel and identify relevant points for meeting or event evaluation• complete all relevant documents and records according to organization’s procedures• establish outbound inventory counts, e.g., supplies, computers• coordinate shipping

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SKILL 25 Manage On-Site Communications
Common Knowledge:

3 Years• Communication technology and terminology• Meeting or event plans, e.g., critical path

Per project

!

25.01

5

Subskills

Knowledge and Abilities

Establish communications
framework

Knowledge of:• importance of communications framework• effective communication skills• communication protocols
Ability to:• define communication needs of meeting or event, e.g., individuals, meeting or event
features• identify types of messages to be communicated to internal and external public andpersonnel, e.g., announcements, updates, results, changes:- outline content and style of messages to be communicated including
terminology and language• create a flowchart of communication responsibilities that:- outlines distribution structure- identifies decision-making hierarchy• develop communication resources, for example:- verification documentation, e.g., specifications guidebook, production book
- contact lists, e.g., attendees, staff, suppliers, emergency services• set up communication channels that facilitate flow and scope of communication
needs

25.02

Determine and acquire
required communicationequipment and resources

Knowledge of:• communication equipment and resources• budget
Ability to:• analyze needs, considering:- type and size of venue- users, e.g., staff and volunteers, emergency personnel• develop guidelines for:- issuing and maintaining equipment- users, e.g., frequencies, usage• determine technology appropriate for communication needs• obtain equipment and services, for example:- cellular telephones- two-way radios- pagers- PA system- web-based• integrate technology from all parts of meeting or event into communication plan,e.g., technical production, signage

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25.03

Specify communication
procedures and protocols

Page 61

Knowledge of:• communication equipment protocols
Ability to:• specify techniques for internal and external communications, e.g., written, audio,
visual and electronic• identify types of messages to be communicated• coordinate briefing and debriefing meetings• establish communication protocols, e.g., radio discipline• create a plan and team for crisis or emergency situations, e.g., equipment failure• ensure that on-site communication is available in a timely manner• train staff in:- use of equipment- locations of services- protocol, e.g., what is appropriate to relay by radio• monitor communication systems on-site:- distribute and retrieve equipment- ensure that protocol is followed

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SKILL 26 Manage Marketing Plan
Common Knowledge:

7 Years
Routinely/Regularly

!

26.01

5

• Mission statement, goals and objectives ofmeeting or event and organization• Meeting or event profile, features and budget• Target market(s)• Meeting or event plans, e.g., critical path

Subskills

Knowledge and Abilities

Conduct situational analysis

Knowledge of:• sources of market information—current and historical• data collection and analyzing techniques• marketing concepts, such as ‘marketing mix’
• mission statement, goals and objectives
Ability to:• review historical data, e.g., surveys, evaluations, budget• evaluate meeting or event features, e.g., location, service, merchandise, resources,
promotion, price, image• determine strengths, weaknesses, opportunities and threats to meeting or event and/or organization• assess target market(s)• define attendee/participant current and future needs and expectations• consider competition, e.g., evaluate strengths and weaknesses• research economic, political and social conditions• analyze community infrastructure and resources• note new marketing techniques and mediums available• identify opportunities to expand into new markets and innovations to better meetattendee/participant needs• discern legal and regulatory restrictions that may impact meeting or event• summarize results of situational analysis:- make recommendations and conclusions considering budget

26.02

Define target market
segements

Knowledge of:• target market analysis, e.g., demographic and psychographic research
Ability to:• develop profiles of potential meeting or event attendees/participants including, forexample:- demographics- psychographics• match target segment profile to features, products and services• define geographic reach of meeting or event

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26.03

Page 63

Develop branding for meeting Knowledge of:or event• meeting or event concept/theme• target markets• products and services
Ability to:• identify unique value for target market• position meeting or event amidst other meeting or events• identify marketing message for each target market• develop logo and other visual and verbal identifiers:- engage expertise, if required• ensure consistency with brand and message with mission statement, goals andobjectives

26.04

Select marketing distribution
channels

Knowledge of:• available marketing distribution channels, e.g., advertising, publicity, direct
marketing, cross-promotions/partnerships, Internet (e-commerce, web marketing,online registration)• strengths and weaknesses of different types of mediums• meeting or event messages and branding• how to generate preferences for types of mediums
Ability to:• analyze available distribution channels(s) for market penetration• match messages to target market(s) using best approach• select most effective distribution channels that provide best return on investment

26.05

Develop integrated marketing Knowledge of:strategy• situational analysis data
• target market segment analysis• stakeholder needs and expectations, e.g., stakeholder package requirements• message and brand of meeting or event• selected marketing mediums• legal, regulatory and ethical requirements affecting marketing of meeting or event
products and services• media contact
Ability to:• design meeting or event marketing strategy that will complement or integrate withorganization’s marketing strategy• create schedule of marketing activities to build up to and/or during meeting or event• integrate activities to build on and reinforce each other• maintain consistency of marketing activities• determine budget allocations, staff responsibilities and milestones in conjunction
with meeting or event critical path
• identify resource requirements to implement plan
• forecast demand based on situational analysis• define marketing goals and objectives for products and services• prioritize segments in relation to products and services• develop measurement methods and key performance indicators to monitor
effectiveness of plan
• establish information collection, record-keeping and reporting requirements• correlate marketing data to business goals

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26.06

Implement marketing plan

Page 64

Knowledge of:• available marketing mediums• strengths and weaknesses of different types of mediums• target market preferences• negotiation techniques
Ability to:• communicate goals and objectives of plan—and any changes—to marketing staff• determine critical dates• coordinate activities with other aspects of meeting or event production• monitor activities and results on ongoing basis:- ensure that goals and objectives are being met- maintain records of activities, e.g., costs, results

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SKILL 27 Manage Marketing Materials
3 Years
Routinely/Regularly

!

27.01

3

Common Knowledge:• Mission statement, goals and objectives ofmeeting or event and organization• Meeting or event budget, e.g., allocations• Meeting or event plans, e.g., critical path
• Target market segments

Subskills

Knowledge and Abilities

Determine needed marketing
materials for event

Knowledge of:• available marketing distribution channels, e.g., print/imprint, electronic, social
networking sites
Ability to:• determine marketing collateral needed for marketing and meeting or event
activities, e.g., brochures, programs, tickets• analyze media available to meet requirements, e.g., print, electronic• identify marketing message for each target market segment• select suitable and cost-effective medium for each type of meeting or event material
to be produced

27.02

Develop content and design
parameters

Knowledge of:• meeting or event features, theme/concept, branding and message• meeting or event details, e.g., date, time, location• materials to be produced
Ability to:• determine style of marketing collateral, e.g., design, format• use appropriate language and formats for respective audiences• incorporate branding message, e.g., logos, slogans, positioning statements• prepare content of text
• approve/prepare layout for printing and production• monitor consistency of meeting or event theme/concept, branding and message• secure permission to use intellectual property as necessary, e.g., seek ‘approval for
printing’ waivers• obtain permission to use copyrighted and licensed materials, if required

27.03

Produce marketing
materials

Knowledge of:• procurement plan and processes
Ability to:• define specifications for each item• source and solicit suitable providers• determine delivery deadlines• monitor quality and accuracy of text and match to specifications• understand potential impact of geographic location of provider, e.g., customs,
shipping

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27.04

Distribute marketing
materials

Page 66

Knowledge of:• contact distribution lists• ontact personnel for internal and external operations• promotional activities schedule
Ability to:• determine delivery method for each item produced, e.g., coordinate delivery
logistics• develop distribution schedule• organize and assemble materials for distribution• comply with information management plan for archiving printed/imprinted
materials

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SKILL 28 Manage Meeting or Event Merchandise
2 Years
Occasionally

!

28.01

2

Common Knowledge:• Mission statement, goals and objectives ofmeeting or event and organization• Meeting or event plans, e.g., critical path
• Target market segments

Subskills

Knowledge and Abilities

Develop product(s) designand specifications

Knowledge of:• meeting or event theme/concept, branding and message(s)• historical data on past merchandise• brand guidelines
Ability to:• leverage post-meeting or event merchandising sales opportunities• review historical data, e.g., types of merchandise, how and where sold, price points• research customer needs and interests• assess need to modify or discontinue existing merchandise:- identify new or replacement merchandise• evaluate competition, e.g., other similar products, price points, merchandisingvenues• determine potential liabilities and legalities associated with merchandise• define product design and production specifications• note new marketing techniques and mediums available• identify other/new market opportunities• integrate product concepts with other marketing activities, e.g., advertising poster
upgraded to merchandise quality poster

28.02

Determine pricing

Knowledge of:• marketing objectives• historical data on price points of previous merchandise• financial goals• market conditions
Ability to:• calculate direct and indirect costs• determine profit requirements• research pricing of similar merchandise:- assess competition- review historical data
• set prices for each type of merchandise considering:- price points for target market segments- merchandise quality- perceived value- opportunity for sales, e.g., one time only during meeting or event, after meetingor event

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28.03

Control brand integrity

Page 68
Knowledge of:• meeting or event brand and messaging• legal rights• brand guidelines
Ability to:• assess potential of licensing• negotiate licensing controls and concessions:- develop contract• establish specifications for commemorative or legacy products• protect brand integrity:- establish means to differentiate between real product and replicas- control release/launch of products• monitor internal and external merchandise sales• implement fraud deterrents

28.04

Produce merchandise

Knowledge of:• procurement plan and process• budget allocation• merchandise specifications• launch dates for merchandise
Ability to:• source suitable merchandise manufacturers• negotiate purchase agreements• determine quantities of merchandise• define import and export requirements• monitor quality

28.05

Distribute merchandise

Knowledge of:• launch dates for merchandise• procurement plan and process• point of sale restrictions, e.g., selling products on display floor
Ability to:• determine physical outlets• specify online sales outlets• negotiate distribution agreements• establish inventory management systems• define shipping arrangements and associated shipping costs• coordinate distribution of suitable point of purchase and other sales displays• identify payment methods

28.06

Coordinate hospitality

Knowledge of:• local meetings or events and attractions• hospitality protocol• target market(s)Ability to:• determine hospitality requirements• organize hospitality services and facilities, for example:- designate reception areas- book tickets for local meetings or events and attractions- arrange for transportation- arrange food and beverage services- arrange for information on local meetings or events/attractions• make arrangements for hospitality services

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SKILL 29 Promote Meeting or Event
Common Knowledge:

5 Years
Per project

!

29.01

5

• Mission statement, goals and objectives ofmeeting or event and organization• Meeting or event plans, e.g., critical path
•Target market segments• Meeting or event concept/theme

Subskills

Knowledge and Abilities

Develop advertising plan

Knowledge of:• budget allocation• evaluation plan and processes• potential markets
Ability to:• determine advertising needs of internal and external operations• evaluate strengths and weaknesses of available media outlets and techniques• identify suitable media outlets• negotiate and purchase media goods and services• verify delivery and evaluate performance of media buys

29.02

Develop cross-promotional
activities

Knowledge of:• official meeting or event sponsors, suppliers, donors• impact of meeting or event on local community, e.g., economic benefits, social
responsibilities
Ability to:• assess potential partnership opportunities with sponsors, donors, suppliers andother compatible organizations• evaluate opportunities and costs to promote meeting or event at venues of othernon-competing meetings or events with similar target market segments• select mix of activities for promotions, e.g., multi-tiered, cross-promotions• negotiate reciprocal agreements for logo and brand usage:- seek approval for use of logo(s) as necessary• determine resource requirements, e.g., print materials and merchandise• liaise with partners• coordinate launch dates of each promotional activity

29.03

Develop contests

Knowledge of:• official meeting or event sponsors, suppliers, donors• budget allocation• branding and message of meeting or event• permits or legal requirements
Ability to:• determine type of contest(s) to hold• assess liabilities and legalities• establish rules, regulations, selection criteria, entry procedures• define prize system• seek out cross-promotional opportunities with sponsors and suppliers, e.g., media
supplier• define resource requirements, e.g., print materials• coordinate presentation logistics

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29.04

Coordinate sales promotions

Page 70

Knowledge of:• meeting or event features• message and brand of meeting or event• selected marketing mediums• cross-promotional activities
Ability to:• determine requirements for each promotional activity• assess each activity on its ability to create demand• establish strategies to create purchasing urgency• develop schedule of promotional activities to build up to meeting or event• integrate activities to build on and reinforce each other• maintain consistency of promotional activities

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SKILL 30 Contribute to Public Relations Activities
Common Knowledge:

5 Years
Per project!

4

Subskills
30.01• Mission statement, goals and objectives ofmeeting or event and organization• Meeting or event features, concept/theme• Meeting or event plans, e.g., critical path
• Target market segments• Stakeholders’ needs and expectations• Communication plan and protocols

Knowledge and Abilities

Contribute to public relations Knowledge of:strategy• marketing plan and promotional activities• communication plan
• public relations strategies• emergency response and risk management plan
Ability to:• define objectives for public relations• identify scope and characteristics of public• determine information needs of each sector of the public• develop proactive and reactive strategies to address meeting or event andorganizations’ needs and objectives• generate well-articulated and credible messages to be communicated to sectorsof the public

30.02

Contribute to publicity plan

Knowledge of:• marketing plan and promotional activities• key internal and external issues affecting meeting or event and/or organization• organization’s key messages
Ability to:• identify legal, regulatory and ethical requirements affecting implementation of
public relations strategies• define public relations objectives for meeting or event• source and select suitable media and communication outlets to reach sectors of the
public• determine resource requirements, e.g., print materials• integrate public relations activities with advertising and promotions activities aspart of overall marketing plan
• develop schedule of publicity campaign activities, e.g., media blitz, media
announcements• assemble media list with contact information and protocols• specify key performance indicators, e.g., ‘number of hits per target’

30.03

Develop media relations

Knowledge of:• publicity strategies and plan
• selected media and communication outlets• media contacts and protocols
Ability to:• prepare timely and newsworthy media releases• respect and accommodate media needs and restrictions• identify spokesperson(s)• provide media with appropriate access and facilities• supply accurate, credible information

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30.04

Page 72

Contribute to implementation Knowledge of:of publicity plan
• message and brand of meeting or event• impact of meeting or event on local community, e.g., economic benefits, spin-off
benefits
Ability to:• establish relationships with government, community and stakeholders• identify issues and trends that may impact meeting or event objectives and/or
production• determine method to control interaction between meeting or event organization andthe public• cultivate positive image and public opinion through promotional activities,
advertising campaign and publicity plan
• monitor news and stakeholder environments for anything that could affect meetingor event and its production• evaluate effectiveness of public relations activities• adjust plan and activities to address issues and changes to image

30.05

Manage crises andcontroversies

Knowledge of:• selected media and communication outlets• media contacts and protocols• emergency response plan
• current and emerging social concerns• risk management plan
Ability to:• monitor news related to meeting or event and stakeholder environments• recognize potential of incidents to escalate• follow communication protocols• gather facts to verify or dispute claims• integrate control of crises and controversies with public relations activities• maintain consistent, agreed-upon messages in keeping with mission statement, goals
and objectives of meeting or event and organization• document findings• access legal counsel

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SKILL 31 Manage Sales Activities
Common Knowledge:

7 Years
Routinely/regularly

!

31.01

5

• Mission statement, goals and objectives of • Target market segments• Communication plan and protocols
meeting or event and organization• Meeting or event products, e.g., registration, • Site design
merchandise, tickets, booth/concession
space, accommodations packages

Subskills

Knowledge and Abilities

Develop sales plan andobjectives

Knowledge of:• target market segmentation analysis and purchasing behavior• marketing plan
• competitors’ sales practices
Ability to:• identify legal, regulatory and ethical requirements for sales• specify revenue sources, e.g., registration fees, advertising, products• set sales objectives for all meeting or event products:- review historical data on previous sales figures- identify previous target market segments• define potential target market segments• decide on sales tools and tactics to use with each target market segment andproduct• evaluate sales team abilities to maximize strengths• set up sales organizational structure, e.g., geographically based, customer-based,
product-based• integrate sales plan and objectives with business and marketing plan strategies• establish key performance indicators of sales plan
• set sales target for sales team• communicate sales plan and sales objectives to sales staff• determine documentation requirements

31.02

Conduct sales activities

Knowledge of:• sales plan and objectives, tools and tactics, targets• principles of selling, sales communication and relationship-building• procurement plan and process
Ability to:• integrate sales tactics with promotional and advertising activities to encouragedesired consumer behavior• use sales tools and tactics, e.g., qualify leads, conduct sales calls, deliver sales
presentations, package products, provide sales incentives, provide giveaways, use
telephone sales, overcome client objections• close sales:- negotiate sales details, e.g., cost/price, shipping fees
- set dates for product delivery, e.g., booth set-up, merchandise delivery• check for unauthorized on-site or remote sales activities, e.g., scalpers• monitor and evaluate success of sales plan by comparing to key performanceindicators and sales targets• make adjustments to sales plan as required by variations in performance andtimelines in meeting sales targets• communicate changes to sales plan to key stakeholders and sales staff• identify and correct breaches of legal, regulatory, ethical and social requirements:- examine causes and take corrective action or re-examine requirements• monitor sales documentation

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31.03

Page 74

Subskills

Knowledge and Abilities

Determine sales platforms

Knowledge of:• meeting or event marketing materials• promotional activities, e.g., website• sponsors and stakeholders• distribution options
Ability to:• research legal, regulatory, ethical, social responsibility requirements and costeffectiveness of sales procedures• select appropriate sales platforms for target market segments and meeting or event
products and services• determine resources for sales, e.g., gate set-up, merchandise type and quantities,
booths, staff, floats, sales transaction equipment• identify online sales tools required, e.g., links to site, site design, secure payment
software, ease of use• establish resources required and parameters of sale activities of authorized externalsales outlets, e.g., quantity of tickets, price structure, promotional materials

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Page 75

SKILL 32 Exhibit Professional Behavior( contextual information not applicable)

Common Knowledge:• Organizational policies and procedures• Organizational structure

32.01

Subskills

Knowledge and Abilities

Project a professional image

Knowledge of:• importance of presenting a professional image• appropriate protocols
Ability to:• maintain professional conduct and appearance• exhibit:- approachability- dedication- flexibility- patience• follow appropriate protocols, e.g., VIP, dress codes

32.02

Determine leadership

Knowledge of:• own role and responsibilities• own level of authority• personal strengths and limitations• strengths, limitations and potential of staff• different leadership styles
Ability to:• act as a role model• delegate responsibly• use leadership style appropriate to situations and people• apply authority appropriately• communicate organization’s and meeting or event’s vision and values• take initiative• facilitate change• recognize stages in team development and promote teamwork• handle difficulties, challenges and conflict• recognize and encourage creativity and innovation in others• provide support to staff, especially during times of setback and/or change• empower staff within agreed-upon limits

32.03

Demonstrate ethical behavior

Knowledge of:• code of ethics accepted and used by industry sector and country• importance of acting ethically
Ability to:• take responsibility for obligations, actions and decisions• represent capabilities and conditions accurately and without deception• exhibit fairness and transparency in all transactions and interactions• adhere to ethical standards of conduct• develop, implement and enforce policies and procedures that promote ethicalpractices and behaviors

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B.
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32.04

Work with colleagues

Page 76

Knowledge of:• standards of behavior and performance expected by organization• communication plan and protocols• appropriate protocols, e.g., dress, VIP• meeting or event details, e.g., features, critical path
• social and cultural differences• roles and responsibilities of colleagues
Ability to:• identify colleagues’ needs and expectations• consult with colleagues when making decisions to obtain other points of view
• advise colleagues of difficulties that may impact work
• communicate regularly and listen to others• respect roles, responsibilities, interests and concerns of colleagues

32.05

Work in a diverse
environment

Knowledge of:• general characteristics and key aspects of main social and cultural groups
encountered• types of disabilities and implications for the workplace• appropriate protocols, e.g., dress, VIP• meeting or event details, e.g., features, critical path
Ability to:• communicate with colleagues from diverse backgrounds• identify issues that may cause conflict in the workplace• accommodate colleagues and customers with special needs• consider and understand cultural differences/etiquettes when difficulties occur• seek assistance when required, e.g., refer to appropriate resource person

32.06

Manage time

Knowledge of:• time management tools and how they are used• meeting or event details, e.g., features, critical path
• interrelatedness of timelines of meeting or event elements• implications of communication/data flow on timelines• need to balance quality of meeting or event, timelines and deliverables• impacts of timelines on budgets
Ability to:• set and prioritize short- and long-term goals• outline objectives to be achieved for each goal
• identify tasks that need to be completed for each objective:- prioritize tasks according to importance and urgency- state performance measure to be used
- determine how much time each task will take• use time management system, e.g., day planner, computer• create action plans• schedule tasks• monitor progress of tasks and action plan
• review goals and objectives periodically

32.07

Manage stressKnowledge of:• when and how to say ‘no’
• time management• stressors
Ability to:• attend to own personal, physical, emotional and spiritual needs

A. STRATEGIC
B.
K.
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Page 77• maintain a sense of humor• recognize own limitations• identify personal indicators of stress• recognize how own stress and attitude affects others• establish a comfortable work environment• take action to reduce stress, e.g., balance home and work life, set realistic goals,
engage in hobbies• ask for assistance when needed
32.08

Make decisions

Knowledge of:• importance of timing when making decisions• integrated communication plan
• who has final decision-making authority for all aspects of meeting or event• importance of having all facts prior to making decisions
Ability to:• identify issues• assess time constraints• identify effects on other areas of organization or meeting or event• make choices in timely manner• document details, action taken and results, when necessary

32.09

Solve problems

Knowledge of:• importance of timing when solving problems• importance of correct problem resolution, e.g., customer satisfaction, organizational
efficiency
Ability to:• identify and investigate problem• assess severity of problem• think creatively• analyze and determine possible solutions objectively• identify what can be controlled to resolve problems• choose and implement best solution• follow up to ensure problem is resolved• monitor outcome• document details, action taken and results• communicate results to appropriate parties

32.10

Keep up to date with changes
in meeting and events
industry

Knowledge of:• industry publications• industry websites• industry associations and their social functions
Ability to:• source and access information on current and emerging:- trends- ethical and legal issues- technology• network with colleagues in the meeting or events industry• research competition

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B.
K.
PROFESSIONALISM
PROJECT MANAGEMENTPLANNING
32.11

Facilitate continuous
improvement

Page 78

Knowledge of:• best practices
Ability to:• develop strategies to ensure team members are encouraged to participate in decision
making processes and take initiative• communicate continuous improvement strategies to all stakeholders• monitor and adjust performance strategies, e.g., source new technology• improve customer service strategies through ongoing review of techniques andprocesses• liaise with staff and volunteers to identify opportunities for improvement

32.12

Participate in professional
development activities

Knowledge of:• industry resources, e.g., associations, publications, educational opportunities• membership requirements in professional associations
Ability to:• participate in industry associations• read industry publications, e.g., journals, magazines• network with other meeting or event practitioners and professionals• participate in educational opportunities, e.g., attend courses, workshops andseminars• pursue professional designations/accreditations

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SKILL 33 Conduct Business Communications( contextual information not applicable)

Common Knowledge:• Organizational policies and procedures• Organizational structure• Protocols, e.g., communications,appearance, VIP

33.01

Subskills

Knowledge and Abilities

Communicate verbally

Knowledge of:• information requirements• public and non-public information• importance of listening• legal requirements• Communication needs and preferencesof audience(s), e.g., cultural differences• Meaning of technical terms and industry
jargonAbility to:• consider needs and limitations of audience• organize ideas before speaking• ensure information is current, accurate and complete• determine appropriate time and place to deliver message• be concise• speak clearly• vary tone, volume, inflection and rate of speech• make eye contact• exhibit appropriate non-verbal behavior• be considerate of listener(s)• confirm understanding, e.g., ask for feedback, review what was explained• encourage and answer questions• minimize interference or disruptions when communicating
33.02

Communicate in writing

Knowledge of:• business writing formats, e.g., letters, reports, press releases• public and non-public information• legal requirements
Ability to:• provide current, accurate, complete and concise information• use format, tone and style suited to purpose• consider audience, e.g., needs, reading ability, technical understanding• organize ideas logically• be clear and concise• proofread• keep copy on file

33.03

Use communication tools

Knowledge of:• office technology
Ability to:• use business communication technology effectively, e.g., telephone system, email• choose appropriate technology for the message, e.g., fax documents with signatures• check for messages regularly and respond in a timely fashion

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33.04

Make effective presentations

Page 80
Knowledge of:• technology related to presentation, e.g., software, how to operate hardware
Ability to:• identify prospective audience’s background and motivation for attending
presentation• research topic• organize material logically• use language appropriate to audience• speak clearly• vary tone, volume, inflection and rate of speech• be accurate• use presentation aids, e.g., audio, visual, print• prepare support materials , e.g., brochures, pamphlets, registration forms• arrive early and set up room
• interact with audience, e.g., make eye contact• keep presentation within time limit and on topic

33.05

Plan and conduct meetings

Knowledge of:• purpose of meeting• meeting’s level of authority• consequences of inaccurate recording and filing practices, e.g., legal implications
Ability to:• establish purpose and objectives of meeting• identify who should attend meeting• determine type of meeting required, e.g., information-sharing, decision-making• confirm availability of key participants• prepare for meeting:- draft outline or agenda- make meeting room arrangements- determine resources or materials required• invite participants:- provide sufficient notice- state importance and preparation required- supply information, e.g., agenda- state date, time and place of meeting• start on time
• set parameters at beginning of meeting• ensure minutes are recorded and distributed• facilitate meeting:- encourage constructive contributions from participants- keep discussion on time and on topic- manage time with flexibility- summarize discussion at key points• adjourn meeting at scheduled time• ensure that follow-up is completed:- take decisions and action plans forward to those responsible• evaluate whether meeting was effective• identify ways to improve future meetings

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33.06

Establish and conductbusiness relationships

Page 81
Knowledge of:• industry networking• legal issues affecting agreements
Ability to:• establish relationships in manner that promotes goodwill and trust between
organization, customers and suppliers• build trust and respect through effective communication• maintain regular contact with customers and suppliers• confirm agreements in writing, using formal contracts where appropriate• gain appropriate approvals for formal agreements• identify need for and seek specialist advice when appropriate• honor agreements

Page 82

APPENDICES /ACKNOWLEDGEMENTS

MPI and the Canadian Tourism Human
Resource Council (CTHRC) recognize
the following individuals and organizations for their expertise and contributions, without which the development of
the Meeting and Business Event Competency Standards would not have beenpossible.

BODY OF KNOWLEDGE TASK FORCE
2009-2010
CHAIRWOMAN
Amanda Cecil, PhD, CMP
Assistant professor
Indiana University, U.S.
MEMBERS
Betsy Bondurant, CMP, CMM
President
Bondurant Consulting, U.S.
Terri Breining, CMP, CMM
Managing Director
Breining Group LLC, U.S.
Barbara Cummins, CMP, CMM
Senior Manager
PricewaterhouseCoopers LLP, U.S.
Mary Davar, MBA, CMP, CMM
Account Manager, Specialty Care Business Unit
Pfizer Compliant Meetings & Controls,
Customer Engagement Group, U.S.
Michael Goldsmith, CMP
Senior Director of Convention Sales
Las Vegas CVA, U.S.

Eli Gorin, MTA, MBA, CMP
Vice President of Global Client Relations
ABTS Convention Services, U.S.
Tyra Hilliard, PhD, JD, CMP
Associate Professor
University of Alabama, U.S.
Teresa John
Team Leader, Specialty Care Business
Unit
Pfizer Compliant Meetings and Controls,
Customer Engagement Group, U.S.
Carol Krugman, MEd, CMP, CMM
Director, Meeting & Business EventManagement
Metropolitan State College of Denver,
Department of Hospitality, Tourism andEvents Management, U.S.
Jessica L. Schanbaum
Crown Meetings Director
Crown Plaza Suite - Dallas Park Central,
U.S.
Janet Sperstad, CMP
Program Director, Meeting and EventManagement
Madison College, U.S.
Peta Helen Thomas, BSc (Hons), MBA,
CMP
Chief Financial Officer, Total Impact
Communications
Business Tourism Events, South Africa
Cara Tracy, CMP, CMM
Director of Professional Development
National Speakers Association, U.S.
Alexandra Wagner, CMM, GVP
Director, Corporate Event Marketing
SunTrust Banks Inc., U.S.
Chrissy Ward, MS, CAE
Director, Membership & Operations
Society of Gynecologic Oncologists, U.S.

MPI MANAGEMENT LIAISON
Vicki Hawarden, CMP
Vice President of Knowledge
MPI MANAGEMENT PARTICIPANTS
Graydon Dawson, PhD
Director of Global Training Systems
Brooke Dillier
Director of Knowledge Management
Joyce Dogniez, CMM
Director of Global Training Practice
Didier Scaillet
Chief Development Officer
MPI EDITORIAL AND DESIGN
Jessica States
Assistant Editor, One+
Jason Judy
Graphic Designer

A. STRATEGICB.
ACKNOWLEDGEMENTS
PROJECT MANAGEMENTPLANNING
PRINCIPALSMPI thanks the CTHRC and the event
practitioners, national skill sector bodies,industry associations, steering committee
members, consultants and other stakeholders from 18 different countries fortheir voluntary contributions throughout
the development phases of the emerit
Event Management - International
Competency Standards upon which the
Meeting and Business Event Competency
Standards are based.
CTHRC PARTNERS
Philip Mondor
Senior Vice President
Canadian Tourism Human Resource
Council
Brent Moore, CMP, CMM
President
Brent Moore & Associates Inc.
Val Nichols
President
Nichols & Associates
Eva Schausberger
Director, Foreign Credential Recognition
Canadian Tourism Human Resource
Council
INDUSTRY COMMITTEE

Juanita Ford, TCM
Hospitality Newfoundland & Labrador
CanadaJulia Rutherford Silvers, CSEP
Speaking of EventsU.S.

Don Getz, PH.D.
University Of Calgary - Haskayne Schoolof Business
CanadaJanet Sperstad, CMP
Madison College
U.S.

Joe Jeff Goldblatt, ED.D., CSEP
Queen Margaret University, EMBOKU.K.
Matthew D. Gonzalez, PH.D., MCSE,
PMP
Organization Acceleration, EMBOKU.S.
Rose-Anne Harder
Manitoba Tourism Education Council
CanadaHendrik Hochheim
Association of the German Trade Fair
Industry
Germany
Janet Landey, CSEP
Party Design, Institute of Event Management, EMBOK, IFEA Africa
South Africa
Kathie Madden
Kathie Madden Events
CanadaGlenn A. J. Bowdin M. PHIL., ILTM
Leeds Metropolitan University
U.K. Centre for Events Management,
EMBOK U.K.

Kit McMahon
Service Skills Australia
Australia

Susan Briggs
Susan Briggs Consulting
Australia

Ruth Miller
People 1st
U.K.

Peter Burley
Christchurch Polytechnic Institute ofTechnology
New Zealand

Kathy Nelson, PH.D., CSEP, CMP
University of Las Vegas, EMBOKUnited States

Darlene Doerksen, TCM
Yukon Tourism Education Council
CanadaWilliam (Bill) O’Toole
Event Project Management System(EPMS), EMBOKAustralia

Dimitri Tassiopoulos
Walter Sisulu University - Centre of
Excellence in Leisure and Tourism, South
African Qualifications Authority’s Standards Generating Body
South Africa
Sylvie Théberge
Festivals et Événements Québec, Sociétédes Attractions Touristiques du Québec
CanadaPeta Helen Thomas, CMP, MBA
Total Impact Communications, Southern
African Association for the Conference
IndustrySouth Africa
Kevin White, CSEP
Empire Force Events
United States
Steven Wood Schmader, CFEEInternational Festivals and Events Association
United States
Ulrich Wünsch
International University of Applied Science, Bad Honnef
Germany

A. STRATEGICB.
ACKNOWLEDGEMENTS
PROJECT MANAGEMENTPLANNING
CTHRC IEMS SURVEY
PARTICIPANTS
During the validation phase, more than150 event practitioners responded to thevalidation survey, thereby providing their
feedback on the relevance and criticalityof each skill contained in the standards.
Survey respondents work and/or teach in
the following countries and areas.
Countries surveyed• Australia• Bahrain• Belgium• Canada• Germany• Ireland• Netherlands• New Zealand• Oman• Qatar• Saudi Arabia• South Africa• Taiwan• Thailand• Turkey• Uganda• United Arab Emirates• United Kingdom• United States• Zimbabwe
Industry Associations• International Festivals and Events
Association• International Special Events Society• MPI
National Skills Sector Bodies• People 1st, United Kingdom• Services SETA, South Africa• Service Skills, Australia

APPENDICES /BIBLIOGRAPHY

Resources Used to Develop the Meeting and Business Event
Competency Standards

Council for Administration (CfA), United Kingdom:• Unit 310—Research, analyse and report information (2007)• Unit 410—Create and manage information systems (2007)• Unit 404—Manage contracts (2007)
Council of the Secretaries and Senators of Cultural Affairs &Education of the States of Germany (Ständige Konferenz derKultusminister und -senatoren der Länder) (2001). Curriculum and National Occupational Standards for Event Manager(Rahmenlehrplan fuer den Ausbildungsberuf Veranstaltungskaufmann/Veranstaltungskauffrau, Gepruefter Veranstaltungsfachwirt).

Canadian Tourism Human Resource Council (2010). EventManagement - International Competency Standards. Ottawa,
Ontario.

Getz, D. (2007). Theory, Research and Policy for Planned
Events. Butterworth-Heinemann, (Elsevier Ltd), United Kingdom.

APEX Project & Glossary

Leonardo Matrix Project (2006). Profile Event Manager: Curriculum. Siemens Media Academy, Berlin. Marketing and Sales
Standards Setting Body (MSSSB), United Kingdom:• 2.2—Develop responsible sales strategies and plans (2006)

CMP Blueprint
Resources Used to Develop the Event Management - International Competency Standards
The following list presents sources used in the creation of the
Event Management - International Competency Standards.
These resources encompass various publications and initiatives
from different countries and international associations, and arepresented in alphabetical order.
Australian Government Department of Education, Science andTraining (2007). SIT07 Tourism, Hospitality and Events Training Package:• Volume I Overview• Volume II Cross-Sector Units of Competency Part 1• Volume III Cross-Sector Units of Competency Part 2• Volume IV Hospitality Units of Competency• Volume V Tourism Units of Competency• Volume VI Events Units of Competency
Bowdin, G.A.J., McPherson, Dr. G., & Flinn, J. (September2005). Identifying and Analysing Existing Research Undertakenin the Events Industry: a Literature Review for People1st.
Canadian Tourism Human Resource Council (various years).
National Occupational Standards/Occupational Guidelines:• Event Coordinator, 2nd edition• Event Manager, 2nd edition• Sales Manager, 3rd edition• Director of Sales and Marketing• Small Business Owner/Operator
Commonwealth of Australia (2006). Qualifications Framework:
Tourism, Hospitality and Events.

People 1st—The Sector Skills Council for the Hospitality, Leisure, Travel and Tourism Industry (October 2007). Proposed
Events and Temporary Structures NOS.
Silvers, Julia Rutherford (2007). Embok Curriculum Model.
Publisher: Julia Rutherford Silvers. Albuquerque, New Mexico.
• Secondary resources (current and past versions) include:- Association for Convention Operations Management(ACOM) Core Competencies- ASAE CAE Exam Blueprint- Australian TAFE standards and Service Skills Australia
competency- Certified Hospitality Sales Professional (CHSP) Core
Competencies- CIC APEX Project & Glossary- CIC Job Analysis (New CMP Blueprint)- CMP Blueprint- CSEP Blueprint & Competency Outline (as of 2007)- CTHRC EVC & EVM Standards- Event Solutions Services Sort Fields- Global Performance Based Standards for ProjectManagement Personnel- GWU Event Management Program core courses
curriculum (2000)- IFEA Core Curriculum and Oglebay Park Curriculum- Illinois Occupation Skill Standards- Johnson & Wales Event Leadership DACUM- E.U. Leonardo Project MATRIX- MPI curricula- Ontario Curriculum Standards- PCMA Principles of Professional Performance

A. STRATEGIC
B.
BIBLIOGRAPHY
PROJECT MANAGEMENTPLANNING- PMBOK- South Africa NQF standards (Tourism Learnership
Project, 2000–2001)- SANS 10366: 2004
- SCANS skills- Temple University Event Leadership curriculum- U.K. NVQs (small sampling)- UNLV curriculum- U.S. Department of Labor—Meeting Planner
Occupational Code
Silvers, Julia Rutherford (2005). The Potential of the EMBOK
as a Risk Management Framework for Events. In Z. Gu (Ed.),
Conference Proceedings, 2005 Las Vegas International Hospitality and Convention Summit. University of Nevada, Las
Vegas.
Silvers, Julia Rutherford (2007). Analysis of the International
EMBOK Model as a Classification System. In Z. Gu (Ed.), Conference Proceedings, 2007 Las Vegas International Hospitality
and Convention Summit. University of Nevada, Las Vegas.
Silvers, Julia Rutherford (2004). Global Knowledge Domain
Structure for Event Management. In Z. Gu (Ed.), Conference
Proceedings, Las Vegas International Hospitality and Convention Summit, 228-245. University of Nevada, Las Vegas.
South Africa Qualifications Authority (SAQA):• National Certificate—Event Coordination NQF Level 5,
September 2007
• National Diploma—Event Coordination NQF Level 5,
October 2007

ABOUT THE CANADIAN TOURISM HUMANRESOURCE COUNCILThe Canadian Tourism Human Resource Council (CTHRC) is oneof 33 national sector councils whose overall goal is to improve thequality of the Canadian labor force and to help businesses be more
flexible in meeting changing competitive demands. Regarded as an
exemplary council by Human Resources and Skills Development
Canada, the CTHRC conducts research, manages development
projects and undertakes collaborative activities to increase laborand learner mobility including skills development, labor market
research, newcomer integration, recognition of foreign qualifications
and credentials and a comprehensive suite of National Occupational
Standards, training and certification resources marketed under the
emerit Tourism Training brand.

ABOUT MEETING PROFESSIONALS INTERNATIONAL
Established in 1972, Meeting Professionals International (MPI) is theleading global community committed to shaping and defining the future of the meeting and event industry. As the largest trade association
for the meeting industry, MPI defines the return on investment and strategic value meetings bring to individuals, organizations and the global
economy. MPI helps its members enhance their professional value by
providing them with best practices, superior education, latest researchand trends, professional development and networking opportunities.
MPI Vision
To build a rich global meeting industry community.
MPI Mission
To make our members successful by building human connections
through knowledge and ideas, relationships and marketplaces
Along with MPI’s mission to build connections through knowledge andideas, one of the members’ Principles of Professionalism is to “actively
pursue educational growth through training, sharing of knowledge,
expertise and skills, to advance the meeting industry.”
MPI plays a leadership role in the development of their members andthe meeting industry and believes that these standards will play an
integral part in this role.
MPI Global Training PracticeIn 2007, MPI recognized the need for a body of knowledge that would
guide the development of meeting and business event professionals
around the world. Since that time, it has worked with industry partners
to establish a career and learning plan that clarifies expectations andcontributes to consistency in and recognition of credentials throughout
the global meeting industry.
The goals of the Global Training Practice are as follows.
• To define the body of knowledge and skills that are requiredby meeting and business event professionals at an expert
level• To provide clear and multiple career paths• To provide guidance and training resources that allow
professionals to accelerate mastery of the body of knowledge and skills• To promote recognition and transferability of knowledge,
skills and credentials on a global basis
As part of that goal, MPI has worked with experts in the meeting andbusiness event industry to develop education and training materials
that are based on these standards. For more information about MPI’s
Global Training Practice, visit www.mpiweb.org/Education/GlobalTraining/Home.
In addition to the learning resources provided through the Global
Training Practice, there is an array of other training and career development opportunities (live events, distance learning, searchable Webcontent, journals, chapter programs) that allows for continuous learning. Where applicable, organizations offering learning experiences formeeting and business event professionals are encouraged to develop orrevise their products so they reflect the competencies described in thesestandards. A curriculum guide will be available to educators and trainers to assist with these activies.