and becoming partners and working through the project hand in hand with the association.”

“ere are a number of positives that have come out of this, like the faster pace of working for example. I work on congresses of four thousand plus delegates and the lead time can be years on those. Now we have to move quicker, work quicker, and just be much more exible at every stage, and maybe accept that what you decided three or four years ago is not going to be what is delivered as planned. So, the crisis has really enabled a level of exibility and agility. JennyEnnis, meetingsmanager at the EuropeanSociety for Sports Traumatology, Knee SurgeryandArthroscopy. “Also, it has brought home the need, or willingness, to partner up with suppliers and really build on the community strength of your organisation, the ties you have already, and value those relationships. “Of course, it can go both ways, some suppliers will not cover themselves in glory, but I have seen some really strong examples of suppliers coming out of the client-supplier relationship The crisis has enabled a level of flexibility and agility.

Tracy Bury, deputy CEO, World Physiotherapy.

“No one is ever going to say ‘no’ tomoney on the table, in terms of subvention, but it’s making sure there are no strings attached that in any way compromise who you are as an association and what you are trying to achieve. “More and more, the conversation is around convention bureaux brokering relationships – who can they introduce us to? Who has the knowledge capital? Who is in government, or other key departments in related elds, that we may not have even thought of? “We may have boots on the ground through our own community, but often it is the convention bureaux who are better connected in their cities. Finances might be a part of the equation, but, ultimately, we must come back to the mission-driven objectives and values in our relationships with suppliers. Relationships will be king.”


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