The in-house model are support teams enough, what is the ideal resource mix?

Transcription

1 The in-house model are support teams enough, what is the ideal resource mix?

2 Scene Setting National Associations In-house In House + support European Associations In-house/+Core PCO/+Local PCO International Associations In-house/+Core PCO/+Local PCO

3 Current Status There has been fall out Many Associations have withdrawn contracts and gone in house PCO s are establishing new ways to operate At TFI, our view is The word PCO is dead, long live the association specialist professional services agency

4 70 R e g i o n a l E V E N T S 16 Regional b o a r d s 11m ANNUAL TURNOVER TRADE EXHIBITION N a t i o n a l o f f i c e s 2 I N T E R N A T I O N A L ONE ANNUAL conference Awards dinner 10,000 VISITORS 1,000 d e l e g a t e s

5 Associations have issues to solve Declining membership Increasing costs Decreasing revenues Workforce near breaking point Low staff morale leading to resignations No key account management function No autonomy in roles Unsure about the best way forward

6 Associations want to achieve Their objectives Grow Reduce costs Increase revenue They want to review how you can do so efficiently and cost effectively Improve productivity Improve accountability Develop opportunities Recruit new members Support members to be brilliant!

7 Perceived Control and Risk European Association Control In House Core PCO Risk In House +Support Local PCO

8 Associations are looking for A solution of a hybrid model made up of in-house resources and trusted partners to help them find the best way forward and deliver the right solutions.

9 Associations will search to identify the options that best suit their business. Find skilled resources to match their needs precisely. Look for flexy service provision to meet demand so that they can focus on the key area of content. Take advantage of economies of scale and the depth and breadth of supplier experience. Solution providers will need to constanly review how to support objectives and offer more value.

10 A case study 35,000 members depend on the Personal Finance Society to help them promote consumer confidence through rigorous professional standards. But the challenge extends beyond providing certification for 80% of the UK s financial planning community. But an annual portfolio of up to 13o regional and specialist events, plus 4 National Symposia and a Chartered Awards Dinner, are not easy to develop, manage and deliver for an organisation with just seven full-time members of staff.

11 130 R e g i o n a l E V E N T S a year SIX Chartered d i n n e r s 140 REGISTRATION websites Conference apps WEBINARS 30 R o a d s h o w s ONE ANNUAL conference EXHIBITION Awards dinner Total registered delegates A brand new registration and marketing system

12 What exactly do TFI manage? Logistical delivery Connections Financial management Consultancy 3 rd party supplier management Venue management contractual negotiation day to day coordination Delegate management Sponsor relationship management and benefit fulfilment Branded telephone helpline Speaker/Chairman management Technology for events and legacy

13 Knowing that the Society can rely on TFI for a proactive, end-to-end events service means that we are free to focus on what we do best: providing a continuous professional development programme of the highest standard for every member. Outstanding speakers and content are important. But quality and atmosphere are also vital for audience engagement. Keith Richards, CEO, Personal Finance Society

14 So the options for an Assocition Outsource the Conference and Events Programme entirely Outsource parts of the Programme (Regional v National) Outsource by Discipline (Registration/ Sponsorship) Outsource only new initiatives to the Programme (going global)

15 Possible roles and responsibilities Association Relationship with Governing Board Agency Support the Executive Provide guidance and advice Relationship with Regional Board Support the Executive Delivery of regional events Sponsorship acquisition/ sponsorship relationships Sponsorship delivery Sponsorship agreements Sponsorship receipts Speaker appointments Programme design Speaker management, production, talent management Financial Control Ultimate accountability Financial risk management Budget management Secure online payments 3 rd party supplier invoicing/remittance Reconciliation Financial reports

16 What the PFS has to say about TFI There s a huge chunk of work I can just rely on TFI Group to deal with in a very professional manner. If I didn t have them on board I would need a further eight full time desks in our office, just to fill the void in our service. As far as our members are concerned, TFI Group is an extension of the Personal Finance Society. As far as I am concerned, they are part of us Martin Wells, Head of Operations The Personal Finance Society