Bidding to host a COP is an opportunity to demonstrate political leadership by providing the infrastructure, services and diplomatic skills to advance international climate action.

The COP Presidency rotates between the five regional groups of the United Nations. Each group holds consultations within their region to decide which country within the region will offer to host. 

Securing the support of your region gives you a chance to build national alignment, elevate national and regional expertise and engage your foreign and environment ministries in a shared mission. Past presidencies that approached the bid as a political opportunity rather than a procedural step were able to shape the year ahead more intentionally.

That’s why the decision to bid for a COP Presidency should be a strategic one supported at the highest level of government and across relevant ministries.

The bidding process also forces early reflection. It’s your first chance to align internal expectations and be clear about what hosting will require. Civil servants from past presidencies emphasised that too many bids are made without fully understanding the scale of responsibility or the need to lead on behalf of all parties, which could mean ultimately being responsible for an outcome that you might struggle to defend domestically.

If you are in the early stages of a bid, consider:

• What does your government hope to achieve by hosting a COP?

• Do you have support in your regional grouping for your bid?

• Are there clear lines of support from and alignment between senior leadership and across ministries, including at least the Environment Ministry and Foreign Ministry?

• Do you have early agreement on who will lead and what support structures they will need?

• Who needs to be involved in getting answers to these questions? 

The process of being endorsed by your regional group and verified by the UNFCCC is a great time to start laying the diplomatic and strategic foundations for your presidency. 

Once a country is endorsed by its regional group to host a COP, the formal selection process begins. This is also known as the UNFCCC Secretariat’s ‘fact-finding mission’, where they work with you to ensure you have all the necessary elements in place to host a COP. This process often starts about two years before the COP, although it can be shorter in some cases.

Don’t waste the waiting period. Past presidencies say it offers critical early opportunities to build trust, lay foundations for diplomatic engagement and test your internal systems. This is when you start shaping the perceptions of your leadership and the direction for the conference. It's also the moment when responsibilities shift from intention to delivery.

Presidencies that started building relationships with other negotiating blocs and the UNFCCC Secretariat during this period found they were better placed to lead a fair and trusted process later. 

Conversely, presidencies that treated this as a passive or procedural phase often found themselves behind on planning.

At this stage, you can:

• Clarify national objectives for the presidency and how they align with regional dynamics

• Establish a small working group to prepare for the fact-finding mission and review legal obligations

• Begin informal engagement with previous presidencies to learn from their experience

• Develop your relationship with the UNFCCC Secretariat

Your responsibility as a COP host is to create the right conditions for successful negotiations. This includes making the logistics work, financing the event and providing services for the thousands of delegates from across the world. 

Hosting a COP is a government-wide commitment with legal, logistical and political dimensions. Understanding your responsibilities as a host country is essential to avoid delays, manage expectations and support a credible presidency.

As the UNFCCC’s How to COP Handbook explains in more detail, the host country must ensure security, transport, accommodation, visa access, media arrangements and operational support for tens of thousands of participants. It must also coordinate with the UNFCCC Secretariat, take on the financial obligations and deliver services in line with UN standards.

In other words, your responsibility as a host is to create the right conditions for successful negotiations.

At a formal level, your responsibilities are set out in the Host Country Agreement (HCA), which defines the legal framework for the conference. In practice, the responsibilities are broader and involve elements like relationship-building and diplomatic commitment to the process. 

Getting the basics right builds international trust and gives your presidency credibility from the outset. When responsibilities are unclear or delegated too late, planning stalls and reputational risks grow.

Consider:

• Is there a clear structure within your government for delivering each area of responsibility?

• Are ministries and agencies fully aware of what is expected of them and by when?

• Have focal points been appointed and empowered to act?

A good venue is easy to get to, easy to navigate and has enough space for all the delegates, whether they’re engaged in formal or informal negotiations or attending side events and country pavilions.

Negotiators, ministers, civil society and the media all need to feel part of the process, and the venue is what makes that possible. 

The first step is to ensure your venue has sufficient capacity to host the tens of thousands of delegates who’ll attend. If your venue doesn’t have sufficient capacity, you’ll end up with unnecessary friction, such as long security queues and overcrowded spaces. This will negatively impact delegates’ experience of the conference and the conditions for negotiators to deliver on your mission. Past presidencies all agree that the venue significantly influences the quality of the negotiated outcome. 

Similarly, everyone needs access to reliable wifi, clean bathrooms and comfortabel places to sit every hour of the day for at least two weeks. These are basic elements that will cause significant friction and tension if not in place. 

The host country provides offices from which at least some delegations can work. Ensuring they’re sufficiently spacious, bright and comfortable is a practical way you can create the physical conditions for parties to do their work well. 

While the formal negotiations take place in designated negotiation rooms, much of the diplomacy takes place in corridors, lounges and informal meeting spaces. Your venue should enable these important informal negotiations. That means quiet areas for work, accessible social spaces and perhaps even a place with soft seats and cold drinks. 

Within the venue, proximity between key areas such as the delegation offices, negotiation rooms and informal spaces makes it easier for delegates to attend sessions, hold informal meetings and respond to developments in real time. 

If long distances between parts of the venue (or the venue and the overnight accommodation) are unavoidable, consider providing free and easy transportation. For example, when Fiji hosted COP23 in Bonn, they provided free e-bikes for delegates to quickly move between different parts of the venue. 

You can also use your venue and location to tell a story. Poland hosted COP24 on an old coal mining site in Katowice with the intention of demonstrating that it’s possible to transition away from fossil fuels. Brazil decided to host COP30 in the city of Belém near the Amazon to spotlight the importance of the rainforest.

In the past, the venue itself has varied from existing conference centres, such as COP28 the UAE hosted in Expo City in Dubai, to temporary sites like COP20 in Lima, Peru.

When considering venue options, ask:

• Do delegates have access to reliable wifi, clean bathrooms and places to sit and work at every hour of the day for two weeks?

• Can senior diplomats, negotiators and delegates move easily between their delegation offices, negotiation rooms and informal spaces? 

• How can delegates book rooms for bilateral meetings and find appropriate meeting spaces?

• Does the venue reflect the ambitions of your Presidency and the story you want to tell?

The physical layout of the COP influences the spirit, visibility and outcomes of the negotiations. A thoughtful design of the blue and green zones can help create a conference that feels both focused and inclusive. As COPs grow in size, getting the balance right becomes even more critical for a successful Presidency.

The COP is structured in two zones, each with their own purpose and audience. 

The blue zone is managed by the UNFCCC Secretariat. It is where formal negotiations and plenary events take place. Only accredited Parties, observers, media and UN officials have access to this zone. 

The green zone is managed by the Presidency and is where non-party stakeholders engage. It’s a space where civil society, NGOs and businesses can engage through advocacy, declarations and showcasing of climate action. 

A key consideration for you is the dynamic between the two zones — this shapes the dynamic of the conference as a whole. It’s a balance between creating a quiet and confidential space in the blue zone where negotiations can take place while enabling a transparent and inclusive process overall where everyone can engage.

Past presidencies have taken different approaches, from highly-integrated zones, to zones with complete geographical separation. When designed well, the green zone adds energy, visibility and a sense of shared, cross-sectoral purpose to the conference. On the flipside, poor integration can create a feeling of separation and limit the opportunities for and positive effects of broad engagement.

You’ll sometimes hear of a “red zone”, which refers informally to areas designated for ministers, heads of state and other high-level participants. At some COPs, ministers will attend throughout, with heads of state attending at the opening of the meeting. Ministers often move between zones, so you must consider how to make this possible. There is always a challenge around striking a balance between appropriate levels of security and management of high-level participants without isolating them from the energy of the COP.

The overall size of the conference is an important factor in how you design and manage the zones. The number of delegates has increased dramatically in recent years. 

Up until COP21, the conference generally had between 5,000 and 10,000 participants. From COP21 onwards, that number increased to about 20,000, with a jump to about 50,000 at COP27. COP28 in Dubai broke all records with over 80,000 participants. Total numbers clearly influence what kind of conference you’ll host, so consider what the aim of your conference is, who needs to be there and how you want delegates to engage in the different zones.

Some argue COPs are becoming overwhelmingly large to manage and should be reduced in size. Others are concerned that limiting country or stakeholder delegation sizes can generate bad feelings and will negatively impact the inclusive spirit of the COP.

Here are some more questions to consider:

• How closely do you want the blue and green zones to be connected, and how will that influence the atmosphere of your COP?

• What size COP do you want? How will this affect crowd management, accessibility and the overall feeling of inclusion?

• How will you manage the “red zone” to balance security needs with opportunities for leaders to experience the energy and priorities of the wider COP?

Affordable accommodation, manageable commuting times and good-quality catering all prevent unnecessary friction and help delegates make the most of the conference.

What happens outside the venue often matters just as much as what happens inside. Accommodation, transport and catering all shape the experience of COP and, by extension, the reputation of your presidency. 

Delegates who face long commutes or confusing logistics arrive late, miss meetings and lose momentum. Daily travel also eats into precious sleep time for negotiators who often work over 18 hours a day.  The Presidency sets the process around accommodation. That means you need to decide how to communicate accommodation options to parties, decide when they can book and ensure prices aren't excessively inflated. Finding accommodation is often the first thing on people's minds 6 to 9 months before the conference starts.

Civil society and Global South participants often face cost and access barriers that can be mitigated with early, thoughtful planning of affordable and accessible accommodation. At COP16 in Cancún, Mexico, party delegates stayed and worked in the same place, a large informal resort called Moon Palace, which meant they didn’t have to worry about the usual commute from their accommodation to the conference centre. 

If longer commuting times to the venue are unavoidable, consider arranging shuttles from accommodation hot spots to the venue. 

Catering should be considered key infrastructure, too. Everyone has long days at COP. Negotiators and delegates need water, a decent cup of coffee and good food to get them through long working days (and often nights). Often, they need it quickly, too, as there can be mere minutes between meetings. No one performs at their best if they’re thirsty or hungry. As the host, it’s your responsibility to ensure they’re well cared for at all times of the day.

You can contribute to a good experience by making sure you can meet the following criteria:

• Is there sufficient affordable accommodation at or within easy reach of the venue?

• Is the venue well-connected by different modes of public transport such as trains, metros and buses? Are these free or affordable for all delegates?

• Can delegates access good quality food and drinks at all times of the day?

Creating as low-carbon a conference as possible doesn’t just align with the overall aim of the UNFCCC but is also a way to showcase your leadership. From selecting renewable energy suppliers and prioritising plant-based food to reducing waste, water use and energy, you have plenty of levers to pull.

Every COP presidency faces scrutiny over the climate impact of the summit itself. Your venue is your most visible opportunity to show that sustainability is something you practise. 

While the scale of the event will inevitably carry an environmental footprint, past presidencies have shown that thoughtful design can reduce impacts and enhance your credibility.

What the most sustainable venue looks like depends on your circumstances. Options include using existing conference infrastructure, constructing temporary solutions designed for disassembly or investing in sustainable infrastructure that benefits the communities after the conference ends.

In recent years, host countries have incorporated renewable energy, water efficiency, waste reduction and low-carbon catering into venue planning. 

Some have also sought ISO 20121 certification and explored expanding virtual options to reduce travel demand where appropriate. These steps can all be substantive demonstrations of leadership. 

Questions to reflect on:

• Is the venue powered by clean energy and can this be showcased publicly?

• Have you minimised waste including single-use plastics?

• Have you integrated sustainability goals into procurement, operations and communications?

Hosting a COP is a big undertaking that requires a broad range of skills and strong coordination. You will benefit from identifying the core functions you need, building their capacities and assigning clear responsibilities early on.

Running a COP Presidency requires much more than negotiation expertise. You’ll need a skilled and well-resourced team to deliver a high-stakes international conference for senior diplomats and delegations from across the world. 

The reality is that many of  the most demanding but politically less visible parts of hosting a COP are not directly about the formal negotiations. Managing communications, handling high-level visits, ensuring stakeholder inclusion and coordinating the summit itself all require specialist skills and experience that range from event and media management to logistics and legal advice. 

There’s a lot to keep track of. Find an enterprise resource planning (ERP) system that works for you to manage all your work streams.

Past presidencies consistently emphasise the importance of investing early in mapping out your core functions and building capacity across all of them. The specific roles and structures vary between Presidencies (more on this in the section on Building a Strong Presidency Team).

When these functions are well-staffed and clearly led, the Presidency is more agile, trusted and resilient under pressure.

Key questions to consider:

• Have you identified and resourced all the core functions your Presidency will require?

• Are team leads empowered to make decisions and collaborate across silos?

• Do you have clear reporting lines and points of contact for the Secretariat and external partners?

• Do you have an ERP system or other way of managing your processes and work streams?

Play to the strengths of your government and ensure everyone pulls in the same direction by bringing representatives from different ministries together early on. 

A successful COP Presidency cannot be delivered by one ministry alone. It requires coordination across multiple ministries and agencies, including the ministries for the environment, foreign affairs, finance and more. Past presidencies found that unclear ownership between ministries created tension, duplication and slow responses at critical moments.

By contrast, teams that secured high-level buy-in across government and established clear roles from the start were able to access diplomatic networks, navigate political obstacles and deliver a coherent presidency. It helps when the people leading the planning effort have the right level of authority to make decisions.

Securing buy-in means more than inviting departments to meetings. It means aligning priorities, mobilising resources and ensuring senior leadership across ministries understand their roles in the presidency. 

Play to the different strengths of your government. The Ministry of Agriculture might be able to lead on certain emission-cutting initiatives, the Ministry of Foreign Affairs on diplomatic preparations, the Ministry of Transport on parts of the logistics and the Ministry of Finance on managing budgets. 

Bringing people from different ministries together in a COP team with clear mandates is a powerful way to combine the diverse skills you need to deliver a complex project like a COP.

To do this well, consider:

• What is your internal narrative that explains why the COP matters to your government as a whole?

• Have key departments appointed senior focal points with decision-making authority?

• Are there regular, ministerial-level updates and mechanisms to resolve cross-cutting issues?

• How do you gather, store and share information effectively?

As a host country you’re financially responsible for the conference. Make sure you have a clear overview of your expenses, mobilise sufficient internal finance and create a fundraising strategy to address your needs. 

The host country covers the cost of the conference. That’s why mobilising a budget and creating a fundraising strategy early on is essential. Past presidencies repeatedly emphasised that those who secured flexible, reliable funding early were better placed to focus on political delivery and build a credible, well-supported COP.

While a significant part of the funding will come from government budgets, philanthropic organisations and funds are also good places to look for financial support.

The Presidency budget goes beyond the two weeks of negotiation. It must cover the full year of preparation, travel, stakeholder engagement, media strategy and the presidency’s role in shaping the international climate agenda.

In some cases, it also supports participation from countries or stakeholder groups with limited resources. 

It’s important to create a clear overview of your expected expenses and create a fundraising strategy that addresses your needs.

Here are a few things to consider:

• Do you have a structured overview of your expected expenses? 

• Do you have a clear fundraising strategy? 

• Have you considered different funding sources such as philanthropic organisations, development banks, the private sector, and international partners to secure support for specific goals?

• Is your finance ministry involved in the budgeting and fundraising process?

In order of appearance. 

1. UNclimatechange, Flickr (2023) December 12

2. UNclimatechange, Flickr (2024) Brazil NDC Handover

3. UNclimatechange, Flickr (2024) Around the venue

4. UNclimatechange, Flickr (2019) Closing Plenary DAY 12

All under CC BY-NC-SA 2.0 license.