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Despite all precautions and countless testing, equipment failure can easily bedevil proceedings at the most inopportune of moments. In modern networked convention centres this can easily throw an entire business program out of kilter. Previously, if there was a technical problem in a presentation it would be limited to a particular room or lecture theatre, whereas today the audio visual presentations are networked throughout the building from a central communications desk.

When we had an instance of network failure three years ago we could instantly draw on some 90 years’ combined experience from our technical crew to tackle the issue and solve it before presenters and delegates were even aware of a problem. Never scrimp on getting the very best people to hold key positions within your presentation technology management team – even if they’re under-employed most of the time during the event. Just as you will always make wet weather contingency plans for your social program as part of your risk management program, lines of communication and responsibility need to be equally clear to cope with unforeseen challenges. Risk assessment should include the following steps: identify the risks, rate them, take steps to avoid them and plan how you will manage them. There is no turning back the clock and if your program needs to be modified, do so and ensure everyone is informed. Nothing spreads greater unhappiness than when delegates or visitors are left in the dark in the event of a delay, especially with regards to transportation arrangements.

The same transparency should also extend to the media. Have a designated spokesperson on hand to answer any enquiries. There’s certainly no requirement to be proactive when it comes to unfortunate tidings, but if questions are asked, front line staff should be able to direct any queries to the spokesperson. The September 11 attacks in New York in 2001 came five days before the opening ceremony of a major international medical meeting in Sydney. Some 200 speakers were unable to make their flights because of the aviation shutdown in the United States. Two days before curtain up Ansett collapsed. Delegates drove from Cairns, Adelaide and Melbourne. We worked around the gaps in our scientific program. A sense of community second to none grew from the shared adversity. Despite the disaster, it was a memorable and highly successful meeting.

Bryan Holliday is managing director of conference and event managers ICMS Australasia which recently celebrated the 40th anniversary of the founding company. Tel: 02 9254-5000. www.icmsaust.com.au

Tourism Sunshine Coast general manager John Fitzgerald said the new brand would take the Sunshine Coast to the next level of tourism marketing.
“The look and feel of the new brand will reposition our destination at a critical time, as competition for a slice of the tourism market gets even more intense, and the market itself is flat,” he said.
“I’m personally very excited with the outcome, which is based on 12 months of hard work from our brand working group, representing our partners and industry.”

The brand attracted strong government support with Tourism Queensland (TQ) contributing $315,000 for the brand review and a further $250,000 grant from the Federal Government’s Australian Tourism Development Program (ATDP).

The new “retro” beach towel image will replace the Sunshine Coast’s existing sun and water graphic that was created in 1996. Tourism Minister Margaret Keech said the co-operative approach taken by Tourism Queensland, Tourism Sunshine Coast and local partners to develop the new brand had reaped great rewards.
“This new brand is the result of many months of collaborative work and the result is a brand that truly represents the region,” Mrs Keech said.

“Market testing in Brisbane, Sydney and Melbourne gave strong results in key consumer segments, with a high number of respondents easily identifying with the new imagery.”
Mr Fitzgerald said that while the old Sunshine Coast brand had worked well for the region research had shown it was time for a change.

“Towards the end of 2004 our market testing showed that while the existing brand was not negative it was not inspiring consumer action in our target markets.”