How can you successfully co-host a conference with another organization?

Coming from the perspective of "you bring value or you bring nothing" the key question to answer is how can we better serve our combined audience together than we might do separately. Unless you can make 2+2 = 5 then there simply may not be enough good reasons to go through the extra-difficult conceptual, logistical and, frequently, political issues. There needs to be alignment on the "why" - if that's sorted then the "how" and other such questions are that much easier to answer.

Co-hosting events involves an intricate entanglement of logistics, networks & promotion for everyone involved. In other words, it's often a mess. But what often gets lost in translation is the opportunity for mutually beneficial collaboration between parties right from the start. Stakeholders in an event partnership need to a) understand each other's issues and objectives, b) identify ways to successfully work with each other's communities and c) develop a content, engagement, marketing and operational plan that everyone can live with. It's easier said than done - lots of egos, budgets and red tape to navigate. But generally, those events that take the time to do this are the ones worth bringing to your boss for expense reimbursement.

Main organiser is responsible for the whole planning, Topic for discussion, Time,Date,Venue,Theme, Slogan, Concept Note, Moderator, Chief Guest, Special Guest, Organiser Chairman etc, Event to be separated on launching or Opening Session Plan (sequence placed as per requirement), logo(in collaboration with partner orgs, or in support of, technical ,logistics and financial), Second Session, Q&A,Time, Panelist declared (Bio to read), Rapportoire (noting the total session/discussion recommendations& concluding to hand over to speaker (fixed) to conclude, Vote of Thanks. In between Tea Breaks and lunch or evening snacks or dinner is arranged depending on sessions. Budget for all included if in plan i.e. flowers or crest or certificate

It is always an effective strategy to use your network in taking the first step toward partnership. Perhaps a member of your complex organization is active with the potential partner due to the functional area of their work (finance, IT, safety, risk management, etc.). They would be a natural first point of contact for you. Or, you have a strong working relationship with a member of of the potential partner. For instance, you work in an industry where it is customary that you outsource a key front-facing service. Your outsource contact may be affiliated with their professional organization. Again, a natural first point of contact. Bottom line - use your network.

Organizations are never identical. They vary significantly in terms of age, vision, and experience. Discuss these differences before initiating a collaboration, and continue to articulate the reasons for the collaboration by emphasizing the mutual benefits.

A recommendation is to have a value-driven approach to the partnership. Bring honest and clear values, Both common values and unique values. Prioritize them together. Then you know where to put the unified effort and where youshould finance and rely on your own capability.

There is a need to find balance here. If one organization is seen as the 'alpha' in the co-host, it will impact cross-organizational engagement. Co-chairs that are front facing is, I believe, essential. Then, with the other aspects of the organization, play to strengths. Also, always have some balance. For instance if the #1 in a sub-committee is from one co-host, make sure the #2 is from the other co-host. And do your best to have somewhat balanced sub-committee leadership. As co-chairs of the event, it is essential that there is intentionality with making the event feel like it is a weave, like two complimentary yarns - not, two contrasting pieces of fabric sewn together.

Organisers fix Roles & Responsibilities beforehand during plannin..strategising the logistics, budget, planning, linking with sponsors based on budget plan, moderator, inviting, branding (collecting logo, video, PPT) etc, communicating, confirming, logo, adverts, Finance/ payment where ever needed, collection payment

Two essentials: 1. Standard Agendas. Each meeting has a standard agenda that is Action Oriented. If something can be an email or a note in slack, then it isn't worthy of an agenda item. That being said, a 'Work to Task' agenda item where there is a check in on deliverables and deadlines noting where the team is exceeding their work and where there may be a need to catch up is appropriate. 2. Plan to Plan. I am a huge proponent of having an event formulary, show flow, or timetable. Regardless of what you call it, use the language and the labels consistently. The plan to plan compliments the agenda, and then is fine tuned when it comes time to execute the conference.

Effective communication with clear understanding of responsibilities, between planners & doers for implementing specific activities are crucial in sync to be on same page. Clarity on language, formalities maintained, address specified, text/email/phone confirmation/in person one on one, meeting of committee, sub-committee, connecting with required personnel to invite panelists, fixing logistics etc.. linking every step of the way to avoid misunderstanding or mis-communication is important

This is most apparent when working with venues. Venues are unable to provide some of the necessary trappings that we hope to have without incredibly high costs - Media Services for instance. Know what you are getting into before making any plans or setting expectations that you cannot fulfill. Additionally, when incorporating 'traditions' that each co-host team may be expecting at a conference. Perhaps its a type of social event, or how the session materials are distributed. This is a time to ask each co-host group what may be a 'best practice' and make every effort to acknowledge what each team is bringing to the table.

By having a mindset that always is aware of the stages: before, during and after the Conference , you will better understand target groups and partners. Energy level control and understanding is a key to plan and deliver a successful Conference.

Main organisers in collaboration have specific goal and objectives to achieve for branding, awareness, recommendations, policy, activities for implementation which need to have a thorough plan on do's and don't with clear dissemination of information on responsibilities , expectations & outcome. To have a successful event.. leadership of all committee, sub-committee need to have clear indication on mileage & at what length they can be flexible & adaptable with a contingency plan. As things may go wrong 0r faced with challenges at any time . So deciding on collaboration is critical to choose and communicate rightfullly on each others capacity based on knowledge , skills and attitude.

Immediate Feedback is important with assessment. I agree with Dr.Laura De Veau. Dont want to duplicate our thinking.. the suggestions given is so important to collect & report.

Quick satisfaction surveys are the norm. Find a survey function (I love Mentimeter) and use this consistently through the conference seeking quick feedback. How is the venue? How was the sound quality? Was the food tasty? Act on the things you can act on, and let the audience know you are acting. When the conference has ended, a full-scale evaluation is absolutely necessary, but throughout the conference getting short and sweet feedback increases engagement and heightens quality.

If it is possible, measure the values you agreed on before and after the Conference. Is the purpose/message clear? More customers? More awareness? Shorter distance to next dialogue? Know who to contact? What values are gained from co-hosting a Conference? Would there even be a Conference (as big) if you weren’t co-hosting?

The most important elements from the start are a detailed MOU and roles and responsibilities org chart. The MOU needs to cover items specifically around decision making, approval process and authority, and that needs to lead directly into the org chart and roles and responsibilities. In an ideal situation, the partners are aligned from a content, mission and goals perspective, but only one group handles the entirety of the logistics. Splitting logistics is not a wise path for efficient production. But we have seen excellent results when the above are followed.