Rethinking Relevance: The Role of Associations in Australia’s Evolving Events Industry

Australia’s event industry has long been supported by a network of associations—each advocating for different segments of a diverse and vibrant sector. But in recent years, shifts in economics, expectations, and the industry’s very structure have sparked a fundamental question: are associations still relevant? And more importantly—what should they be doing to stay that way?

COVID-19: A Harsh Lesson in Representation

Last month marked five years since our industry was shut down. At the time we had little idea as to what was in store and what it would cost. But perhaps the most sobering lesson wasn’t financial, it was structural. When the sector needed strong advocacy and fast support, it found itself largely without a seat at the right table.

While the Business Events Council of Australia (BECA) focused efforts on lobbying federal government, key decisions around lockdowns, event bans, and border closures were made at the state and territory level. That fragmented decision-making environment left the industry scrambling for clarity—and largely unheard.

As noted in an open letter from the Live Entertainment Industry Forum (LEIF), industry leaders called for a clear, national framework:

“Our sector was the first to close and will be the last to fully re-open… Without a cohesive roadmap, we face an uncertain and uneven recovery.”
—LEIF, 2020 [source]

Meanwhile, BECA highlighted that the business events sector alone faced losses of over $35 billion, with more than 92,000 jobs impacted by mid-2020. Despite that, tailored government support was slow and inconsistent.

Other industries, like construction and screen production, moved more swiftly. Screen Australia and the Australia Council secured targeted funding; construction had immediate, coordinated guidelines and reopened with minimal downtime. In contrast, many event professionals felt abandoned.

In a 2023 article for ASE Peter Jones recalled a meeting with the Victorian Tourism and Major Events Minister, who at one stage asked “Exactly what the X!?! is the events industry?”

This lack of visibility and strategic positioning had long-term consequences. Without formal recognition or mandatory accreditation for event professionals, governments struggled to identify who to consult—and how to support them. As a result, festivals, community events, and the freelance-heavy live events sector were hit hardest.

“There was no roadmap, no category we fit into, and no one who could speak for all of us,” said a regional events organiser, quoted in The Music Network’s COVID-19 industry roundtable.

From Fragmentation to Unity: The Emergence of ABEA

In 2023, a bold step was taken: the dissolution of the Business Events Council of Australia and the formation of the Australian Business Events Association (ABEA)—a merger of the Exhibition & Event Association of Australasia (EEAA), the Association of Australian Convention Bureaux (AACB), and the Australian Convention Centres Group (ACCG). The consolidation aimed to streamline advocacy, eliminate duplication, and better represent the collective voice of the business events industry.

While this was a significant and strategic move for business events, it also surfaced an uncomfortable truth: other parts of the event industry were left without a clear voice.

The Exit of MEA—and a Representation Gap

The MEA board declined the invitation to merge into ABEA and made the pitch to members that the association represented the broader events industry—including corporate event managers, venues, suppliers, and freelancers working across various event formats. But MEA’s influence had been waning and never really recovered from COVID due to financial instability, inconsistent member value, declining membership and lack of a clear strategic direction.

ASE has been told that the invitation to merge with ABEA was still open even as the decision was taken to shut the association down.

Its departure from the national conversation—and eventual cessation of operations—has left a notable void. For many working outside of convention centres and trade halls, especially in areas like festivals, community events, major sporting events, brand activations, and the creative industries, the question became: who represents us now?

Despite the scale and cultural significance of these events—from regional food festivals to blockbuster stadium shows—there is currently no unified national association advocating on their behalf.

A Two-Speed Sector—and the Risk of Exclusion

What’s emerging is a “two-speed” industry: one with formal, well-funded representation for business events, and another more fragmented, grassroots-driven side encompassing public events, festivals, and cultural programming.

This division is problematic. These broader events:

Employ thousands of creative, technical, and operational professionals.
Drive significant tourism, economic development, and community engagement.
Are disproportionately affected by regulatory complexity, weather risks, and funding uncertainty.
Are often left out of national policy conversations about the value of the “event sector.”

Without a dedicated voice, their concerns—ranging from insurance and compliance to licensing and workforce retention—remain under-represented.

The Opportunity for Reinvention—and Expansion

The formation of ABEA represents a new chapter for the business events sector. But there remains a critical opportunity—and responsibility—for a broader, inclusive body to emerge that represents the majority of the events ecosystem.

That might take the form of:

A new, independent peak body for public and cultural events.
A partnership model across existing arts, tourism, and creative industry groups.
Or even an expanded mandate for ABEA—should it wish to embrace a broader definition of “events.”

Whatever the path, the need is clear: Australia’s event industry is bigger than business events, and representation should reflect that diversity.

So what should an event industry association be offering in 2025?

For associations to thrive—not just survive—they must deliver more than legacy benefits. Across both business and public-facing events, professionals should be looking for practical, measurable value, including:

Effective Advocacy: Strong representation at federal and state levels, particularly around skills shortages, infrastructure investment, arts funding, and safety standards.
Modern Professional Development: Access to flexible, relevant training in areas like hybrid production, sustainability, accessibility, and risk management.
Inclusive Community and Networking: Cross-sector forums, regional engagement, and support for freelancers and small teams.
Real-Time Insights and Data: Benchmarking, audience trends, salary insights, and post-event impact measurement.
Commercial and Creative Collaboration: Whether it’s business lead generation or creative collaboration opportunities, associations must actively foster connections.

The Risk of Irrelevance

Despite best intentions, many associations (not just in the event industry) still struggle to deliver on these expectations. Legacy structures, slow governance, and a lack of digital agility can make them feel out of touch. In the case of MEA, years of unmet expectations eventually resulted in disengagement and collapse.

“MEA was challenged by lack of clarity about whether it was an association of professionals or an industry body. As well, it had competitors with the newer PCO Association and Australian Business Events Association operating in the same space.” John Peacock, Associations Forum

In a fast-moving, high-pressure industry, standing still is the same as falling behind.

In an industry as dynamic, diverse, and fast-moving as events, professional associations have long been the glue that binds us: advocating for our interests, developing our skills, and recognising our work.

But after massive disruption from COVID, the emergence of the ABEA and now the collapse of MEA — it’s time to ask a simple question:

What do Event Professionals want from an Industry Association in 2025?

In a world of tight budgets, shifting career paths, and growing demand for flexibility, associations must be more than networking groups or awards hosts. To remain relevant, they must offer tangible, consistent value across a diverse and evolving sector.

Keep in mind that most associations are formed by professionals working in the particular industry, and their boards are made up of volunteers from that industry (not professional board directors) who give their time to serve the members.

Let’s explore the core pillars of relevance for associations today, including:

Professional Development & Accreditation
Advocacy & Government Representation
Community & Networking
Industry Recognition through Awards
Responsiveness in Times of Crisis

1. Professional Development & Accreditation

For many industries — like law, healthcare, or construction — accreditation is a non-negotiable. In events, its optional (at best), fragmented (at worst).

“The more academic and technical the profession, the more likely it will involve registration or accreditation. Public safety compels governments to register certain professionals hence gives them a license to operate. Medical and many health and allied health practitioners need to have the appropriate qualifications and be registered Australian Health Practitioner Regulation Agency.

In a commercial world, people will be judged by their success at their trade. For example, salespeople do not need to be accredited – they need to be able to sell.” John Peacock, Associations Forum

To extrapolate from John’s statement – In the event world, people do not need to be accredited – they will be judged by their success at delivering successful events for their clients.

MEA offered formal qualifications as an RTO along with recognition via the AFMEA and AMM accreditations, and PCOA continues to accredit individuals and companies. ILEA’s CSEP credential is also used globally with a number of Australians holding the certification. But none of these are widely adopted or officially recognised by government.

Event professionals increasingly want:

Credible accreditation tied to practical skills and compliance
Training pathways for career progression
Recognition of experience, not just formal qualifications

A modern association can deliver all of the above — helping to professionalise the sector and give members a reason to stay engaged long-term.

So is there a missed opportunity for the broader industry? If MEA had merged into ABEA then ABEA could have taken over the MEA RTO licence delivering a diploma in event management that is recognised by both government and industry.

“The voluntary administration of MEA is undoubtedly a loss for the events industry, particularly in the training and professional development space. From a compliance and strategic standpoint, had MEA amalgamated with other associations prior to this outcome, there may have been a stronger foundation for sustainability. While an RTO’s scope of registration cannot simply be transferred, a collaborative model—through amalgamation or strategic partnerships—could have enabled continued delivery of training services via a shared or restructured entity. In a time where consolidation is helping many associations strengthen their position, MEA’s choice to remain independent may have limited their long-term viability.” Angela Connell-Richards, Vivacity Coaching & Consulting

2. Advocacy & Government Representation

COVID made it painfully clear: most of our industry’s challenges were dictated not federally, but at the state level. Border closures, gathering limits, and inconsistent rules crushed events, especially those outside the business sector.

“We didn’t fit into any bucket,” one festival producer said at the time. “We weren’t tourism, we weren’t hospitality, we weren’t the arts. We were invisible.”

For a peak body to be truly relevant in 2025, it must represent the entire industry — from convention centres to local street festivals — and engage with all levels of government.

3. Community & Networking

Events are a people-driven business. As the freelance and contractor workforce grows, associations must deliver flexible, inclusive communities — not just big-city networking nights.

This means:

Regional access and online platforms
Cross-disciplinary collaboration
Practical learning and shared resources

4. Industry Recognition through Awards

Awards validate work, boost visibility, and demonstrate excellence. MEA, EEAA and now ABEA have long celebrated business events. The Australian Event Awards continues to recognise the full industry — from festivals to logistics and innovation.

For awards to remain meaningful, they need:

Transparent judging
Contemporary, inclusive categories
Recognition of both large and small-scale work
Promotion to the customer base by both the awards organisers and the award recipients.

5. Responsiveness in Times of Crisis

The pandemic showed that fragmented representation leads to missed opportunities. Business events now have a peak body in ABEA, and PCOA continues independently. But the broader industry — from live music and festivals to community and regional events — remains underrepresented.

Could a consolidated organisation be created to unify this sector? Could existing bodies collaborate more meaningfully? These questions need urgent consideration if the industry is to become more resilient.

What Next for the Industry?

With ABEA now in place and MEA no longer active, we’re left with gaps — especially for those working outside the business events sphere.

“Successful associations need to be financially viable and active in advancing their cause or assisting their members. Measurable success may include the percentage of members compared to the possible total, growth rates, event profit or retention percentages. Important attributes that are harder to measure include the quality of services, customer service levels and reputation.” John Peacock, Associations Forum

In 2025, relevance is no longer about prestige or legacy. It’s about value, credibility, connection, and advocacy — the things members need most right now.

It’s time for the industry to come together and ask: what do we want from our associations — and who is best placed to deliver it?

Taken from the Australasian Special Events News Article on May 6, 2025

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