Over viewing Copenhagen from the Opera by the water © Terry Mclaughlin
Copenhagen Convention Bureau’s Copenhagen Legacy Lab, has developed an improved legacy methodology. This includes a 7-step model that will be instrumental in deepening the strategic approach towards long-term legacy planning and measurements of international congresses in the future.
Building on Copenhagen Legacy Lab's (CLL) current four-step model from 2019 and inspired by the European Commission's proposed approach to ‘Impact Social Measurement, the new methodology provides a more nuanced approach and a deeper understanding of the mechanisms in play, leading to an even more meaningful legacy process.
In practice, it takes into consideration Copenhagen’s and Denmark’s priorities and strongholds that are supported by the SDGs, a new market situation and economic methods. It also involves more planning steps and a broader measurement vocabular. All of which are aimed at increasing the probability of potential and relevant long-lasting effects for the destination, the given international association or corporation, and their communities. The effects from congresses vary from case to case, potentially resulting in both impact and/or legacy.
“The new method is applied to selected cases in Copenhagen so we can track and measure different, yet interlinked effects from these congresses. We will measure on both short-term meeting outputs and mid-term outcomes that can lead to a changed behavior or performance for individuals involved, and potential long-term positive impact on society, and legacies supporting a congress strategic objectives,” says Annika Rømer, Senior Manager of Copenhagen Legacy Lab.
In addition to looking into a broader measurement vocabular, CLL has focused on expanding its criteria for selecting relevant congresses identifying main drivers of productivity, growth and societal transformation. This approach is supported by research and an analysis conducted for CLL by economists and consultants.
“Before a bid has even been submitted, we now try to identify the most critical barriers for achieving impacts that meet societal needs. We also ask ourselves what types of congresses are best suited to breaking down these barriers in order to leave legacy,” explains Annika Rømer.
CLL has increased focus on monitoring and measuring the effects of the congresses. This involves collecting data based on created, or wanted, baselines from the participants prior to and immediately after the congress and at later stages. To succeed in achieving strategic relevant objectives, it is important to have settled on clear objectives in the planning phase that the impact and legacies can be measured up against upon end congress.
“We have added the extra steps, criteria and terms needed to be more detail-oriented in our strategic planning approach to legacy. This includes stakeholders, activities and measurement. It will provide us with valuable insights that can be used to strengthen future legacy work and business models,” explains Rømer.
With the new methodology supporting the new strategy, Copenhagen - ‘Together for Positive Impact’, Copenhagen Convention Bureau embarks on a journey from primarily acting as a connector to taking on a more active and consulting role.
“If we want to ensure that we win the right congresses, that in turn generate potential new business, know-how, and partnerships for us, our customers and the industry, we will need to connect and consult with our customers even more than before. This also means providing them with new market insights, products and perspectives – the legacy methodology being one of them,” says Bettina Reventlow-Mourier, Deputy Convention Director.
The new methodology will be tested on selected cases during the next three to six months. This involves CLL receiving input from customers to further develop the tools for on-going monitoring and measuring data to make it easy for customers and partners to tap into and use.
For more information about the new methodology read here, and about Copenhagen Legacy Lab click here.
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