The Association of Australian Convention Bureaux (AACB) Inc released its strategic plan at AIME 2013.
Following the release ASE spoke to AACB Executive Director Andrew Hiebl – see below this media release.
Andrew Hiebl, Executive Director AACB said “the strategic planning process has added much needed focus to the organisation, as any like process does, and combined a new refined direction with a comprehensive structure to deliver the plan.”
“The AACB, as a small 1.5 full-time equivalent organisation, relies heavily on committees made up of member staff to deliver our plan. It is therefore critical that we get the structure right. Under this new plan, our three goal strategy is broken down to be run by six permanent committees who report directly into the board as opposed to a new working group being created each time a project is established” he said.
The three focus areas released within the AACB Strategic Plan 2012-15 include:
GOAL 1: RAISING INDUSTRY PROFILE
The overall goal of this key focus area is to ensure the Business Events industry is understood and recognised as a key sector of the visitor economy and a major contributor to the broader economic prosperity of Australia.
The economic value of Business Events is not fully captured by tourism expenditure analysis, because there are additional, considerable indirect economic benefits including knowledge transfer, access to international expertise, and new business opportunities. The challenge is in collating consistent, robust data which incorporates both direct and indirect benefits, so that the full value of the BE sector is understood by a wider audience, including government decision makers.
Four committees have been established to deliver this goal including Market Intelligence, Marketing & Communications, Associations and C&I. Together, these committees will address promoting the BE industry as a whole, the benefits and purposes of Bureaux, as well as the role of the AACB.
GOAL 2: INFLUENCE
To ensure that positive policy and funding decisions are made by governments and their agencies to support economic growth through the BE sector.
Universal recognition of the industry and its benefits (as in Goal 1) should result in policy support and investment, as long as the industry, through AACB, is clear about the policy and funding settings it seeks. AACB believes additional funding and support for BE marketing should be sought not only from the Federal Government and its agencies, but also through state and local governments.
This goal is to be led by the Policy Committee, and although current AACB lobbying is delivered through our involvement with the Business Events Council of Australia, this area also relates to our own engagement with government, stakeholders and the industry.
GOAL 3: EDUCATION
To drive knowledge transfer and the professional development of AACB member staff. The AACB offers a unique opportunity for competitors in the same industry to network, share ideas, discuss trends and issues and work collaboratively on growing the overall BE market in Australia. Staff development support provided by AACB can help develop a group of educated, expert staff, committed to developing the business events market in Australia. The responsibility of this goal lies with the Professional Development Committee.
“Any project that we deliver, new or existing, must fit within these Goals. Each committee is chaired by a Director who reports on committee progress at quarterly Board Meetings. The advantage of this is that the Chair roles bring the Strategic Plan to the member staff (where the rubber hits the road), filling a communication gap that existed previously. It also allows for a more direct communication link upwards from bureau staff to the board” said Mr Hiebl.