Can a “Return to Normal” Happen in 2021?
The Sponsor Doc – Harnessing the Power of Relationships
The PR Shop – What’s My Name? This Year, Make Your Patrons Your Stars
The Sponsor Doc – Harnessing the Power of Relationships
The PR Shop – What’s My Name? This Year, Make Your Patrons Your Stars
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Publisher & Editor
Steven Wood Schmader, CFEE, President & CEO
Assistant Editor
Nia Hovde, CFEE, Vice President Director of Marketing & Communications
Advertising
Kaye Campbell, CFEE, Director of Partnerships & Programs
Art Director
Craig Sarton, Creative Director
Contributing Writers
Steve Adelman, Gail Lowney Alofsin, Lisa Apolinski, CMC, Robert Baird, Jason S Bradshaw, Dave Bullard, CFEE, Bruce L. Erley, APR, CFEE, Katie Evridge, Annie Frisoli, CFEE, Laurie Guest, Kassie Hilgert, Vivian Koontz, Kate Zabriskie, Robert Wilson
Photography
David Blakeman, Doug Bruce
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A globally united industry that touches lives in a positive way through celebration.
As we look forward to a year and future in a new and gradually normalizing post-pandemic world, I have been reminded of the remarkable (and often unrecognized) ripple effect that those in our industry (individuals, organizations and events) are able to have on the communities that we serve; our global professional peers; and the many, many lives that we are able to positively touch through the unique platform that we are fortunate to be able to create and use. In a recent conversation, one of my own peers asked if I could reshare one of my President’s Letters that I wrote some years ago. After rereading it myself, I was pleased to see that its message is just as important today, perhaps more so in light of the challenges of the last three years, and I hope that it’s ripple effect will continue to your benefit.
In a constantly changing, complex and often frightening world, there is a real need for consistent, trusted, safe and positive outlets that bring us all together. Outlets that are an essential part
of building and ensuring common community visions and quality of life. That celebrate who we are when we are at our best. That serve as our community ‘calling cards.’
Those in our industry and those we partner with often talk about the economic impact of our events and organizations to the communities that we serve – a topic that has come up more often in the last decade as city, county, state, provincial, territorial and national governments look to justify their continued support (in cash and/or services) of those events. And while the events (individually and combined) that make up our industry have no trouble justifying the economic infusions that they provide, it is the much larger and broader appreciation for and understanding of the “Community Capital” that our industry has helped to build and provide around the world, that is the truly undervalued return in this equation. “Community Capital” that creates and builds value for virtually every segment of the cities, countries and regions that we serve. “Community Capital” that further gains in value during tough economic, politically turbulent, and other challenging times. “Community Capital’ that grows when nurtured and holds us all
together as one. “Community Capital” that can be fairly argued is a far better investment, with far greater returns - especially long-term - than most any other ‘economic stimulus’ alternative that I am aware of, and one which is especially difficult to replace if allowed to go away…by choice or by consequence.
Investing in the ‘Community Capital’ created by Festivals and Events may provide the most valuable, long-term, returns available to our global cities. Imagine what the value to, and ripple effect within, our ‘communities’ would be if they were offered a tool that could:
• Bond all the people, businesses, media, service organizations, educational institutions, neighborhoods and government entities together toward a common vision that would strengthen their individual pride and commitment to their common community;
• Encourage and enable new creativity and innovation through direct opportunities for participation by every age group and segment of the population;
• Highlight and celebrate the diversity of the community, bringing together many unique backgrounds and demographics while fostering appreciation for all;
• Provide opportunities for family bonding, participation by all economic levels, and an all-inclusive atmosphere;
• Build a positive regional, national or even global brand awareness and image for the community…a ‘calling card’ of who we are and what we celebrate when we are at our best;
• Fuel new dialogues, educational opportunities and shared experiences by lowering barriers in a safe and welcoming environment;
• Drive tourism and destination marketing goals and messaging;
• Provide a positive mechanism through which to recruit new businesses, conventions, employees and residents;
• Drive economic impact that translates into jobs, tax revenues, and enhanced infrastructure improvements;
• Provide enhanced exposure opportunities for arts and cultural programs, institutions, and performers; not-for-profit causes; and selected topics of importance (e.g., health focuses and programs; accessibility and inclusivity; climate change, STE(A)M education, and others), in an open and non-threatening environment;
• Provide year-round opportunities for public involvement, education, and improvement projects, while building a community-wide network of human relationships;
• Train and facilitate legions of community volunteers whose skills can be used by countless community agencies and programs throughout the year, while also encouraging the value of giving back by all age groups;
• Build lasting legacies and memories that can be shared and fostered by families, friends and multiple generations;
• Reach out to include those who may no longer feel a part of their community, but who need those connections now more than ever (e.g., nursing homes, assisted-living facilities, and hospitals);
• Highlight underused venues or sections of the community, encouraging further community investment and development;
• Provide highly visible public relations opportunities for city facilities and services (e.g., police, parks, fire, transportation services, paramedics, and venues), building a community-wide appreciation and understanding of their value to all. A reason to vote ‘yes’ on the next bond or funding consideration.
It would be hard to put a price tag on such a tool; and yet, that is exactly what our industry and events, locally and globally,
BY STEVEN WOOD SCHMADER, CFEEalready provide (and more). Perhaps we haven’t presented our case strongly enough in that role, but recent world challenges have caused us to re-evaluate our value. In a constantly changing and complex world, our ‘communities’ will need everyone to feel a personal buy-in toward identifying creative new solutions – people who already feel like they are part of the community; part of the team; part of the solutions. I am convinced that our industry will be at the forefront of bonding our ‘communities’ together to that end, providing unparalleled investment value for all of our partners.
Given that goal, the power of the IFEA brand to affect change, build credibility, and create new opportunities for our industry –whether it is in Boise, Idaho or Boryeong, South Korea - does not lie in a single person, event/organization, or location. It lies in the strength of the whole, working together. It lies in all of us - every event and every event professional, in every community, state, province, territory, country, continent or region around the worldworking every day to produce the highest quality events possible; exemplifying the credibility of our peers; participating on behalf of something larger than ourselves and our own organizations; and sharing visions that can change communities, change people and change the world for the better. A global ripple effect.
Festivals & Events: The ‘Core’ of Our Communities. Essential to Our World.
I wish you all a year that allows you to truly recognize, share and celebrate the positive ripple effect that each of you have on so many others.
As your incoming IFEA World Board Chair, I am humbled to follow in the footsteps of some incredible event professionals from around the globe. And doubly honored to do so twice. First in 2001 and again this year. Equally, I am proud to represent the City of Scottsdale, Arizona, as its Tourism & Events Director.
What a blessing to be a part of an industry where on any given day we bring people together to engage and celebrate. As I write this letter to all of you, Scottsdale is amid Western Week that includes the 65th Annual Hashknife Pony Express, the 68th Annual Parada del Sol Parade & Trails End Festival and the 7th Annual Arizona Indian Festival featuring 21 of Arizona’s 22 native tribes. These festivals and events showcase Scottsdale’s history and heritage and I’m so proud to be a part of the planning and production.
And when you read this, many eyes will be on Scottsdale as we host the WM Phoenix Open and the AFC Conference Champion for Super Bowl LVII, which includes ESPN once again broadcasting live from Scottsdale on our historic Main Street in Old Town. Yet another proud moment.
Mid-February, I look forward to welcoming the IFEA World and Foundation Boards to Scottsdale for our first meetings of 2023. The focus of the World Board meeting is a strategic planning session facilitated by Neville Bhada, Founder & CEO of Tourism Skills Group who has presented numerous times at the IFEA Convention & EXPO. I’m excited to be a part of this process to have the World Board, Steve Schmader and his staff determine IFEA’s key goals for the next few years.
IFEA is an organization unlike any other I have encountered in my 42-year career in special events and tourism working for non-profits, state, and municipality governments. This organization opened my heart and mind to the festival and event industry - and literally the world. Little did I know back in 1983 that I would learn so much, be encouraged often, gain confidence as a leader, and serve this association alongside such incredible people.
Not only did IFEA teach me much, but it has also given me much. It gave me the opportunity to travel the US and Europe to experience many magnificent festivals and events as well as amazing IFEA Conferences. With that came many occasions to network and collaborate in both large and small ways while seeing up close the ways a festival can benefit from IFEA.
Because of the enormous opportunities that IFEA provides, as IFEA World Board Chair, I hope to lead an effort focused on growing IFEA’s membership base, working in partnership with our passionate and dedicated board members and staff. It’s my honor to serve as Chair of the IFEA World Board. Thank you to my fellow board members for selecting me to represent the IFEA membership and affiliated organizations. I look forward to celebrating our world events and growing IFEA in 2023!
Karen Churchard, CFEE IFEA World Board Chair Tourism & Events Director City of Scottsdale Scottsdale, AZ
CHAIR
KAREN CHURCHARD, CFEE City of Scottsdale Scottsdale, AZ kchurchard@scottsdaleaz.gov
CHAIR-ELECT JAZELLE JONES City of Philadelphia Office of Special Events Philadelphia, PA Jazelle.Jones@phila.gov
SECRETARY JOE VERA, CFEE City of McAllen McAllen, TX jvera@mcallen.net
IMMEDIATE PAST CHAIR DIANA MAYHEW, CFEE National Cherry Blossom Festival Washington, D.C. dmayhew@ncbfdc.org
CASSIE DISPENZA IFEA Foundation Board Chair Saffire Austin, TX cassie@saffire.com
BOB BRYANT 500 Festival Indianapolis, IN bbryant@500festival.com
DAVID EADS Pasadena Tournament of Roses Pasadena, CA deads@tournamentofroses.com
MATT GIBSON Kentucky Derby Festival Louisville, Ky mgibson@kdf.org
WARWICK HALL, CFEE Safety Set Consulting Section 646 Taupo, New Zealand contact@s646.com
STEPHEN KING, CFEE Des Moines Arts Festival Des Moines, IA sking@desmoinesartsfestival.org
SAM LEMHENEY, CFEE Creative Event Solutions Philadelphia, PA sam@creativeeventsolutions.com
CINDY LERICK, CFEE Art of Events, LLC. Fort Myers, FL cindy@artofeventsllc.com
BILL O’TOOLE, CFEE Event Project Management System Pty., Ltd. Bondi Beach, NSW Australia event@epms.net
STEVEN WOOD SCHMADER, CFEE IFEA World Boise, ID schmader@ifea.com
VANESSA VAN DE PUTTE DFEST ® San Antonio, TX vanessa@dixieflag.com
KELI O’NEILL WENZEL, CFEE O’Neill Marketing and Event Management Kansas City, MO keli@oneillevents.com
The IFEA World Board of Directors is an elected, non-compensated body of industry professionals responsible for overseeing the successful operations of the IFEA. In addition to approving policy and direction, Board members serve as an active and involved industry leadership advisory source to the President & CEO. Members proactively support IFEA programs and visions through their input, use of their professional networks on behalf of the association, and personal participation in association programs and activities.
My name is Cassie Dispenza, VP of Strategic Partnerships at Saffire, and this year I am your IFEA Foundation Board Chair.
As we kick off this new year, you may have made a resolution or two. Maybe you vowed to exercise more or to turn a corner on those projects buried on your desk, collecting dust for the last year. Maybe your goal is to organize your inbox or to spend more time with family. Many of us strive to be a better version of ourselves as the calendar changes but did you know only 9% of resolutions are kept? Why might this be? Do we just forget? We all WANT to exercise more and be with our families. So, what makes us break these promises to ourselves that were so important to us on January 1st?
This year, instead of a bunch of ambiguous overarching resolutions, I invite you to think of ONE micro goal you can accomplish to make a noticeable difference in your work or personal life. You could plan to take a 30-minute break at lunch to decompress even though you’re busy. Maybe it’s only checking email 3 times a day to keep yourself focused. Making your bed each morning can change your headspace. (There’s a well-known video about this!) Only eat out twice a week to pad your savings. It doesn’t need to be a repeatable commitment. Make it a one-time thing. Volunteer. Send a physical card to your Grandma. Your December self will be oh so grateful to your January self for doing so, and you’ll be able to look back proudly at your accomplishment.
In addition to the “one thing” above, in 2023, members of the IFEA Foundation Board will also
be focusing on one thing that each of us can do to support the IFEA’s mission, ‘to inspire and enable those in our industry to realize their dreams, build community and sustain success through celebration’. As time in your schedule permits, I invite you to join us on this journey. If the IFEA has made an impact on your life and career, what is something you can do to give back to the IFEA? It can be as simple as donating an item to our annual silent auction or inviting a friend at another organization to come to our Convention. Perhaps you have a terrific Webinar topic you’ve dreamed up—even if you don’t want to present, we can help you execute! Would you be willing to share your fundraising ideas with our team to help grow the IFEA Fund for the Future? Could you share our Silent Auction links with your staff & board on social media?
“One thing” ideas do not have to cost much in terms of time and money. You, as an IFEA member, are our most valuable resource as we look to cultivate growth. As the IFEA grows, everyone benefits from additional sponsorships, speakers, idea sharing, networking and friendship. Please do not hesitate to reach out and share your “one thing” idea with me this year—I would love to hear from you and help execute your growth vision for the IFEA. We’re looking forward to a successful & prosperous 2023, and hope you are too!
All the Best,
Cassie Dispenza IFEA Foundation Board Chair VP of Strategic Partnerships Saffire, Austin, TX
CHAIR CASSIE DISPENZA Saffire Austin, TX cassie@saffire.com
CHAIR-ELECT KAT PAYE, CFEE National Cherry Festival Traverse City, MI kat@cherryfestival.org
SECRETARY IRA ROSEN, CFEE Temple University Philadelphia, PA irosen@temple.edu
IMMEDIATE PAST CHAIR ALISON BARINGER, CFEE North Carolina Azalea Festival at Wilmington, Inc. Wilmington, NC alison@ncazaleafestival.org
DAVE BULLARD, CFEE FanFirst Syracuse, NY debullard@gmail.com
LUANN CHAPMAN
The Gatts Group Grapevine, TX luchap@aol.com
ERIN FORTUNE, CFEE Music for All Indianapolis, IN erin.f@musicforall.org
ANNIE FRISOLI, CFEE Creating Community, LLC Goodyear, AZ anniefrisoli@gmail.com
JESSICA KAMINSKAS The Parade Company Detroit, MI jkaminskas@theparade.org
DAVID KNUTSON City Of Santa Clarita Santa Clarita, CA dknutson@santa-clarita.com
CURT MOSEL, CFEE ArtsQuest Bethlehem, PA cmosel@artsquest.org
COLLEEN MURPHY, CFEE Des Moines Arts Festival Des Moines, IA cmurphy@desmoinesartsfestival.org
DAVID RAMIREZ TINT San Antonio, TX david.ramirez@tintup.com
BRUCE SMILEY KALIFF, CFEE Kaliff Insurance San Antonio, TX bas@kaliff.com
STEVEN WOOD SCHMADER, CFEE IFEA World Boise, ID schmader@ifea.com
KAREN CHURCHARD, CFEE Chair - IFEA World Board Of Directors City of Scottsdale Scottsdale, AZ kchurchard@scottsdaleaz.gov
The IFEA Foundation Board of Directors is an elected, non-compensated body of industry professionals responsible for overseeing the successful operations of the IFEA Foundation. Members proactively work to raise and secure important funding that helps to support and protect the educational mission of IFEA World.
We are the 67-year-old Festival that was created by in-tune community leaders to celebrate the international horse race decades ago. We are a private not-forprofit organization with 23 full time employees and a very engaged and active 75-member Board of Directors who help create the overall Festival. We work with almost 300 sponsors and are proud of our almost 90% sponsor retention rate year over year. Each year we attract an average of 1.4 million people during the festival that centers around the 1st Saturday in May. I always say we have the best job on the planet!.
I was previously a small business entrepreneur and a firefighter and changed careers in my late 20’s after a significant accident that forced me to evaluate things and what the future would bring. I was lucky enough to hear about an Event Manager position at KDF and stopped pursuing the other opportunities I was exploring. I truly thought I might work at KDF a few years before I moved on, but it got into my blood, and I quickly fell in love with the industry. I couldn’t imagine doing
anything different - I love the impact we have in our community and the amazing experiences our line of works offers. I’m so very thankful I’ve been one of the lucky ones who loves what they do. A true blessing.
I was a professional gymnastics instructor and then a Firefighter which led me into the safety, security, and response aspect of our industry for the first 20 or so years of my career. I’m very proud of the work I did in that element of our industry, helping to develop better best practices and helping to create safer events.
Prior to stepping into my current role of President & CEO, it would have been the normal challenges of producing an outdoor Festival in volatile Springtime in Kentucky and all that entails. Now that I’ve been in this position since October of 2019, the biggest challenge was navigating everything that Covid had on not only the world, but the mass gathering industry, as a whole. I grew (as we all did) as a leader and along with the AMAZING Staff, Board, Volunteers, and our Sponsors, we survived the pandemic in a very strong position. We didn’t have to utilize our reserves, did not have
to reduce the Staff numbers and was able to invest in the development of our Team and invest too in the resources they need to be successful. I tend to be an eternal optimist - but never blindly - and believe that any challenge or obstacle is nothing more than a puzzle to be worked. With the right people at the table (and I’ve leaned on many in our industry)anything is possible.
I am a huge quotes person and collect them when they speak to me and have a weekly reading pile. One of the most important to me that stays at the top of the stack is:
“Make sure you have people in your circle who will push back, tell you “no” or inquire ‘are you sure?’ and will continue to challenge your positions.” Especially as you get into higher positions of leadership, we have to avoid sycophantic thinking and cult of personality behaviors.
What advice would you give the younger version of yourself as you started in the Festivals Industry?
Take advantage of what others bring to the table. Build your brand in the early part of your career through integrity, hard work and doing what you say you will do. Stay true to that and you’ll continue to excel. BE KIND, ALWAYS.
I enjoy time with my daughters, and my dogs. I love trail hiking and trail running and tinkering on my collection of cars I’ve amassed over the last 20 years. I enjoy anything outdoors and working with my hands. I truly believe that if you can read - you can do. I’m a constant reader and consumer of info too.
I believe in positive attitude and that it’s a choice we make each day.
I’ve also always believed humble leaders are best. It takes the best of leaders to lead and trust their team to succeed at gargantuan efforts and it’s proven itself to me tenfold over the last few years. And finally - “there are no problems until we are out of solutions, and we’ve never run out of solutions.”
Years in the Festival/ Event Business: 26
Years at Current Place of Employment: 26 Years
Highest Level of Education: Bachelor
Degree Received: Business Administration
Graduating University: University of Louisville
Family Details: 2 daughters: Anna Grace “AG” (17), Norah Kate (9); 2 dogs - Sunny (lab) and Scout a brilliant Dutch Shepherd
Last Book or Business Book Read: Reality Based Leadership by Cy Wakeman
Last Movie Watched: Red Sparrow with Louisville native Jennifer Lawrence (I seldom watch TV or movies!)
Last Festival Attended (that wasn’t your own): Bourbon and Beyond - DWP
Favorite Festival Food / Drink: Soft pretzels and a big cold beer!
Matthew Gibson President & CEO
Kentucky Derby Festival, Inc. Louisville, KY, USA 502-584-6383 mgibson@kdf.org
www.KDF.org
It was John F. Kennedy who once said: “The Chinese use two brush strokes to write the word ‘crisis.’ One brush stroke stands for danger; the other for opportunity. In a crisis, be aware of the danger-- but recognize the opportunity.”
Event organizers can have the best intentions but that also means acknowledging that we won’t always get it right. But we are committed to making sure we correct missteps to get it right the next time. For ArtsQuest and other organizations in the live entertainment and event industries, to begin welcoming the return of crowds at live events and festivals, so too must we look at how we calculate and plan for safety.
Since its inception in 1984, Musikfest has continued to operate as the nation’s largest non-gated free-admission festival, with more than 500 performances on 15 stages over 10 days every August. The first Musikfest featured 295 performances on six stages, attracting more than 180,000 people to historic Bethlehem.
During the past three decades, the event has evolved into one of the largest and most diverse music festivals in the
nation. People from across the country and around the globe travel annually to the Lehigh Valley in order to attend the Pennsylvania-based festival, with 2022 attendance drawing some 1,240,000 individuals from 39 states, Washington, DC, and eight countries. The previous record was 1,226,000 in 2019.
One of the continuing themes we communicate to staff and volunteers, regardless if it is an event as largescale as Musikfest, ongoing weekly programming, or a single-site event, is the notion of “See Something, Say Something.” Effective safety management is a responsibility of all, an exercise requiring continuous improvement, with a willingness to recognize opportunities for improvement both in process and practice.
For ArtsQuest to execute a large-scale event like Musikfest – across multiple locations and venues in the North and South sides of the city – security meetings are conducted throughout the year, with ArtsQuest staff and volunteers who are also engaged in mass emergency response training sessions annually. Not only are these meetings and training
sessions important for identifying and defining roles of each responding outside agency, but also aid in assuring that the organization maintains consistency in its commitment to providing a safe, and therefore more successful event each year.
The above image (EXAMPLE 1) identifies the various governmental and emergency agencies involved in coordinating public safety and emergency response efforts with ArtsQuest for the annual 10-day Musikfest. Daily meetings are conducted with the above-identified agencies during Musikfest to address any concerns and issues relating to the festival, to ensure that any potential threats are identified, enabling (if needed) changes to the day’s operating schedule, effectively mitigating any potential public safety issue.
Spread across nearly 60-acres on Bethlehem’s North and South sides, the festival’s footprint also encompasses two counties. All of the agencies work together with regard to decision-making, planning, and both analysis and anticipation of potential public safety and emergency scenarios, with the City
Northampton County Emergency Management Lehigh County Emergency Management Bethlehem Police Department (K-9 and Mounted Units) Bethlehem Fire Department Bethlehem EMS Northampton County Emergency Management Lehigh County Emergency Management Pennsylvania Liquor Control Board FBIof Bethlehem and the Bethlehem Police Department taking the response lead on emergency incidents.
During Musikfest 2022, an isolated incident some 20-minutes prior to the festival’s 11 p.m. closing on the second Saturday prompted activation of the collaborative emergency response plans. The timeline, outlined in EXAMPLE 2 represents how ArtsQuest and governmental/emergency agencies implemented emergency response protocols to mitigate additional risks to festival attendees, volunteers and staff.
Throughout the festival, the Bethlehem Police Department had been utilizing the Musikfest App, in addition to video cameras and other surveillance methods to monitor areas where large crowds were assembling. These surveillance mechanisms enabled officials to observe and track crowd density and movements in real-time, allowing for the redistribution of law enforcement resources that correlated with attendee location. This technology use is what ultimately enabled police officers to arrive within 20 seconds of the incident, ensuring that the scene was secured.
Within four minutes of receiving the initial text message, as outlined above, ArtsQuest initiated its emergency response plan, and sent a message to all staff and volunteers, alerting them to the incident and law enforcement’s decision to shut down the north side. One minute later, ArtsQuest activated our “dark web” response protocol, putting up the image in EXAMPLE 3 on the next page across all web and social media channels.
Ten minutes later, another OneCall message was sent to staff and volunteers alerting that in the best interest of public safety, law enforcement was shutting down the entire festival while it continued to respond and secure the scene. The south side of the festival, which includes The Wind Creek Steel Stage, a 6,700-seat venue, was shut down and successfully cleared at 11:05 p.m.
As August 13 rolled swiftly into August 14, members of the ArtsQuest Crisis Communication team drafted a messaging statement and awaited approval from the City of Bethlehem. This enabled the city, law enforcement, and other applicable emergency agencies to remain focused and best positioned to continue leading the response and investigation.
Following protocols and processes outlined in the ArtsQuest Crisis Communication Plan, no additional statement or
• First text to Senior Leadership-10:41 p.m.
• OneCall Push -10:45 p.m.
• Shutdown of north side -10:45 p.m.
• Musikfest Dark Website -10:46 p.m.
• Shutdown of south side notification -10:56 p.m.
• Shutdown of south side complete-11:05 p.m.
• Bethlehem Police Department approval of public statement posted by BPD to social media and ArtsQuest updated Musikfest website -12:26 a.m.
• ArtsQuest re-posted BPD public statement-12:28 a.m.
• BPD instructed no communication with media -12:35 a.m.
• Senior Leadership met with Mayor Reynolds & BPD -7:00 a.m.
• BPD approval of updated public statement posted by BPD to social media and ArtsQuest updated Musikfest website -9:20 a.m.
• ArtsQuest staff zoom meeting-10:30 a.m.
EXAMPLE 2
comment was offered until 12:26 a.m.
It stated:
“August 14, 2022: On Saturday night, there was an isolated incident at Musikfest. As a precaution, the festival was shut down for the safety of patrons. The incident is under investigation by the Bethlehem Police Department.”
The statement, first shared by the City of Bethlehem, was then posted to all ArtsQuest organizational and/or event specific social media accounts, and all ArtsQuest organizational and/or event specific apps and websites at 12:28 a.m. (referring back to the appropriate, and leading investigative/responding authority).
While effective crisis management involves maintaining transparency and authenticity in any crisis communication strategy, law enforcement’s immediate
priority is to focus response and resources to any active, or on-going investigation. It’s a delicate balance, to craft authentic and informative messages during circumstances that are fluid, while refraining from commentary that could impede law enforcement efforts.
When a crisis, or emergency occurs, people want to know what happens. Communication transparency is essential and vital to ensuring circulating rumors are fewer. Relevant and accurate information should be shared consistently, or via “one voice”. Speaking with one voice in a crisis doesn’t mean information comes from one individual, instead it allows for controlled and strategic information dissemination, as official communication and comment is provided from one consistent source.
On August 14, in the hours between 12:28 and 7 a.m., countless rumors, stories and inaccurate accounts of the incident swirled on social media, with localized, regional and national press outlets running coverage and seeking information that couldn’t be provided during the midst of the initial investigation.
At 7 a.m., members of the ArtsQuest Crisis Communication Team met with officials from the city and other agencies for an update and briefing. It was determined that the shooting was isolated between two individuals, with no other known or viable threat remaining to the general public. ArtsQuest then drafted another message that was approved by and posted to the City’s webpage and social media accounts at 9:20 a.m. It stated:
“The City of Bethlehem has authorized the festival to resume at noon today, as planned. Scheduling updates will be available via the Musikfest website or the Musikfest app.”
Effective crisis management is extremely complex and involves a steadfast commitment to maintaining healthy working relationships between governmental and law enforcement agencies. Internally, organizations must work to ensure consistent crisis education, training and preparedness among all employees, event staff, volunteers, vendors, and other stakeholders.
In the weeks and months that’ve followed this year’s incident, ArtsQuest has remained steadfast in our commitment to ensure that event safety remains central
to our event planning. That commitment involves acknowledging things that looked fine on paper, went well during training, but none-the-less proved ineffective when put into practice.
For example, at the initial onset of the Musikfest incident, everyone within its geographical vicinity was attempting to utilize their cellphone, overwhelming wi-fi and mobile provider capacities. As a result, ArtsQuest faced frustrating internal communication deficiencies.
With phone communication and text messaging capabilities nearly impossible, our ability to push out an effective emergency notification to staff and volunteers was delayed. The promised and valued notion of communication transparency was unavoidably challenged, the probability of internal distrust further fueling external speculation and rumors. To address the internal communication failures, and provide updated and accurate information, an all-staff zoom meeting was held at 10:30 a.m.
As suggested by President Kennedy, success during a crisis equates to being both aware of immediate danger and open to opportunities the crisis may provide. While frustrating in the moment, missteps while “In Crisis Mode” shouldn’t be akin to failure. Effective crisis management is meant to be fluid, with post-crisis debriefing, evaluation and plan evolution approached in a way that encourages input from all stakeholders and actively reenforces the conviction that “Safety is a Responsibility of all of Us”.
As President and CEO of ArtsQuest, Kassie Hilgert leads one of the largest nonprofit arts organizations in Pennsylvania. Founded in 1984, the organization is dedicated to providing unparalleled access to the arts, as well as using arts and culture as key tools for economic development in urban environments. Each year, ArtsQuest presents 2,000 concerts, art and educational programs, with 65 percent of this programming available for free. Among the organization’s most well-known offerings are Musikfest, the nation’s largest free music festival; Christkindlmarkt Bethlehem, a holiday market that attracts 60,000 visitors annually to Bethlehem; and the Banana Factory, a former banana distribution warehouse that’s now a thriving community visual arts center. ArtsQuest has also partnered with the City of Bethlehem on a unique revitalization of the city’s former Bethlehem Steel plant, transforming the mill into SteelStacks, a dynamic, new arts & entertainment district.
A graduate of Pennsylvania State University, Hilgert has two decades of experience in marketing, development, corporate communications and community relations. Prior to ArtsQuest, she served as Manager of Community Relations and Philanthropy at Fortune 500 company Air Products.
ADMINISTRATION & MANAGEMENT
FRIDAY, OCTOBER 6, 2023
9:00 a.m. - 4:00 p.m. (MDT)
Presented by: Ira Rosen, CFEE Associate Professor & Director of the Event Leadership Executive Certificate Program Temple University, Philadelphia, PA, USA
MARKETING & MEDIA RELATIONS
SATURDAY, OCTOBER 7, 2023
9:00 a.m. - 4:00 p.m. (MDT)
Presented by: Penny McBride, CFEE, President & CEO
Fredericksburg, Texas Chamber of Commerce
Fredericksburg, TX, USA
SPONSORSHIP & SPONSOR SERVICE
Sunday, October 8, 2023
9:00 a.m. - 4:00 p.m. (MDT)
Presented by: Bruce Erley, CFEE, APR President/CEO Creative Strategies Group Denver, CO, USA
Do you want to take your career in the Festivals and Events Industry to the next level?
Do you want to get noticed over everyone else in today’s competitive job market?
Do you want to increase the chances of raising your earning potential?
Do you want to connect with a group of like-minded professionals from around the world?
Do you want to establish professional credibility and demonstrate you are committed to mastering your skills and knowledge in the Festivals & Events Industry?
If the answer is yes to any of these questions, then the IFEA’s Certified Festival & Event Executive (CFEE) Program, sponsored by Kaliff Insurance, is for you!
With intensive core classes covering: Sponsorship; Non-Sponsorship Revenue; Project Management; Operations/Risk Management; Marketing & Media
Relations; and Administration & Management; in addition to an emphasis on industry experience, written communication, public speaking, practical application and continued industry education; completion of the IFEA’s CFEE Certification demonstrates that you have completed the steps necessary to be a professional in the Festivals & Events Industry.
QUESTIONS: Cindy Lerick, CFEE, IFEA CFEE Program Manager, cindy@ifea.com
I’m just starting out selling sponsorship for my event. I’ve taken your earlier advice and got my proposals ready to go, but I’m just not sure about my sales approach to potential sponsors. Do you have any suggestions about the “style” or method you use when selling?
To be honest, I don’t consider myself to be a “salesperson” pitching a deal to a potential customer. I don’t like being “sold” when I’m buying a car for example. I like being listened to in terms of my needs and then educated as to the best options for me. If at any point, I feel like I’m simply being “played” for a quick sale…I’m out!
I see my role as a matchmaker…brokering win-win relationships between an event and a sponsor that mutually achieves both our objectives symbiotically. While they may be a sponsor of the event, I prefer viewing them as a partner.
Certainly, the financial support provided by a sponsor is essential, but I’m also looking for a sponsor who is engaged with us and embraces our event. Someone who is totally involved and enjoys the experience. A company with shared values and compatible missions. Ultimately, I am seeking a sponsor experiencing success through us, where their involvement and innovation improves our event and makes their brand come alive
I’ve always described my approach to sales as “consultative” and “relational.”
As a consultant, I try to understand their business, their target customer, as well as their principal marketing, communications, and sales objectives. With those in mind, I seek to craft partnerships that achieve their goals which achieve those of the event.
Relational sales are more nuanced. It is based on the premise that people like to do business with people they like.
Relational sales take time. My most meaningful and successful sponsor relationships have taken years to develop. I consider many of these sponsors as friends vs customers. In addition to time, other key elements for creating these relationships include transparency (honest, open, clear communications of circumstances both good and bad); being true blue (loyalty and dedication of your sponsor and their brand); and building trust (demonstrating integrity, honesty, and capability).
In terms of how you conduct yourself as a sponsorship ambassador of your event, I would encourage you to personally develop these skill sets:
• Integrity (Conducting yourself ethically and professional in all aspects)
• Familiar/Friendly (First name basis)
• Candor/Straight Shooting (Don’t be slick)
• Owning up to mistakes (Don’t pass the buck, even when you can)
• Solutions-oriented (Have make-goods and work arounds in mind)
• Advocacy (Use their products, come to their defense)
• Service (Over-deliver)
• Random Acts of Kindness (A card or note, generosity with hospitality)
• Humor (Joking, laughing)
• Availability (Respond quickly and be focused on them and their issues)
• Appreciation (Notes of gratitude, gifts, comments)
• Loyalty (To their brand and to the relationship)
• A focus on their success
But remember…While friendships are friendships, business is business. I have had many a long terms sponsor say no to a renewal for a variety of reasons, and I never take it personally. In sales, flash never trumps substance. While relationships will help you with access, credibility, trust, and acceptance, they DO NOT replace your delivering a good product in an ethical, professional, and successful manner
Best of luck KC as you take on this exciting new responsibility. I hope you find it as fulfilling as I have over my career.
Bruce L. Erley, CFEE, APR is the Founder and President of Creative Strategies Group, a consultancy based in Denver, Colorado which he founded in September, 1995. Creative Strategies Group (CSG) specializes in sponsorship and event marketing consultation for events, festivals, nonprofit organizations and other properties as well as municipalities and for-profit companies. With more than four decades experience, Erley is considered a master in the field. In 2012, Erley served as the World Board Chairman of the International Festivals & Events Association (IFEA). He is a 2015 inductee into the IFEA Hall of Fame. He is Accredited in Public Relations (APR) by the Public Relations Society of America and a Certified Festival & Events Executive (CFEE) by the International Festivals and Events Association.
Contact Info:
Bruce L. Erley, APR, CFEE President & CEO
Creative Strategies Group
Phone: +1-303-558-8181
Business Email: berley@csg-sponsorship.com
Column Enquiries Email: bruce@sponsordoc.com
Each year, the International Festivals & Events Association recognizes outstanding accomplishments and top-quality creative, promotional, operational and community outreach programs and materials produced by festivals and events around the world, with the Haas & Wilkerson Pinnacle Awards Competition. This prestigious awards competition strives for the highest degree of excellence in festival and event promotions and operations, and in doing so, has raised the standards and quality of the festivals & events industry to new levels.
From events large or small, cities, festivals, chambers, universities, parks & recreation departments, vendors & suppliers, and everything in between, events and promotions of nearly every type and size will have the opportunity to be recognized, as entries are categorized into organizations with similar sized budgets. From best Event Poster, T-Shirt, Hat, Promotional Brochure, Website, TV Promotion and Social Media site to best Volunteer Program, Green Program, Sponsor Follow-Up Report and Media Relations Campaign, there’s a place for almost every element of your event to be recognized.
The IFEA / Haas & Wilkerson Pinnacle Awards have provided many outstanding examples of how event producers can use innovation and
Haas & Wilkerson Insurance, Sponsor of the Pinnacle Awards
Haas & Wilkerson Insurance has proudly supported the IFEA and festivals and events industry for nearly three decades. As the presenting sponsor of the Annual IFEA Convention, Expo & Retreat, and the title sponsor of the IFEA/Haas & Wilkerson Pinnacle Awards Program, they have helped to raise the quality and standards of excellence for festivals and events around the globe. With over 80 years of entertainment industry experience behind them, they provide insurance programs designed for each event’s specific needs and have a long list of clients that includes festivals, fairs, parades, carnivals and more. Learn more about them at www.hwins.com
creativity to achieve a higher level of success. One of the goals of the IFEA is to promote the professionalism of our members and the festivals and events industry as a whole. Therefore, to add further impact to the winning organizations, the IFEA will provide your organization with a press release template for you to distribute to your media list explaining the award and the competition. Your organization will be recognized for taking part in raising the level of professionalism throughout the industry, while at the same time improving your community.
All IFEA/Haas & Wilkerson Pinnacle Award Entries will once again be submitted online only, saving you not only financial resources but much needed time. No more printing out and mounting your print entries. No more sending in your actual merchandise items. No more putting your written entries in three-ring binders. And the best of all . . . no more getting your entries completed in advance with enough time to box them up and ship them to the IFEA Office by the final deadline! Simply upload your entries when you’re ready to submit and you’re done!
To get started, just create digital versions of all your entries, enter them through our online entry forml, and pay for them all at one time! (For more details on specific format types accepted, how to name the file names of your entries and how to submit online, keep reading!)
So, what are you waiting for? Start creating your entries TODAY so they can be judged against the best of the best, in the festivals and events industry. Then get ready to hear your organization’s name announced at the next Annual IFEA Convention, Expo & Retreat when we once again get to say… “And the winners are… !”
All entries must be SUBMITTED and PAID FOR online. Please review and follow the guidelines in this brochure on how to format, submit and pay for your entries in addition to reviewing the entry requirements for each category.
When you are ready to submit an entry online, go to: www.ifea.com/p/industryawards/pinnacleawards/ thisyear/EnterHere
Questions:
Please contact Nia Hovde, CFEE at nia@ifea.com.
All entries must be submitted and paid for, ONLINE*, by the following dates:
• 1st EARLY BIRD ENTRY DEADLINE: 11:55 p.m. (MST), WEDNESDAY, MARCH 1, 2023
Entries received on or prior to 11:55 p.m. (MST), Wednesday, March 1, 2023 will receive the Early Bird rate of $35 per entry or $125 per Grand Pinnacle Entry.
• 2nd EARLY BIRD ENTRY DEADLINE: 11:55 p.m. (MDT), WEDNESDAY, MAY 3, 2023
Entries received between Thursday, March 2, 2023 and 11:55 p.m. (MDT), Monday, May 3, 2023 will receive the 2nd Early Bird Entry Deadline rate of $40 per entry or $150 per Grand Pinnacle Entry.
• FINAL ENTRY DEADLINE: 11:55 p.m. (MDT), WEDNESDAY, JUNE 21, 2023
Entries received between Thursday, May 4, 2023 and 11:55 p.m. (MDT), Wednesday, June 21, 2023 will receive the Final Entry rate of $45 per entry or $200 per Grand Pinnacle Entry.
• Must be an IFEA Member to enter.
• Entries must have been produced and / or used for the first time between June 28, 2022 and June 21, 2023.
• Entry(ies) must be submitted, received and paid for, by the above deadline dates to be eligible.
• An online entry form must be completed in its entirety for each entry being submitted.
• The number of entries must equal the number of categories entered. One entry | One online entry form.
• Judges will not refer to items in other categories, nor will they transfer items already judged in other categories.
• Entries and online entry forms must be submitted in English.
• Entry(ies) must be paid for in-full, online* when submitting entry(ies).
• *If you need to pay by check or be invoiced for your entries, please contact Nia Hovde, CFEE at nia@ifea.com, BEFORE you start your entry process.
• Refunds not provided for duplicate entries submitted. Duplicate entry can be replaced.
• If you plan to enter MULTIPLE ENTRIES of the SAM E CATEGORY, you must Check Out and Pay for the 1st entry of that category, before the 2nd entry of the s ame
category can be entered. Failing to do so, will cause the 2nd entry of the same category, to over-ride the 1st entry.
• Once your entries have been submitted online, you will receive an emailed receipt for your entries. The receipt will be sent from ifea@ifea.com. If you do not receive the receipt, please check your junk/spam folders.
• Please consider the processing of your payment for your Pinnacle entries and this receipt, notice that your entries were received and processed. However, please don’t hesitate to contact Nia Hovde, CFEE at nia@ifea.com to confirm or ask questions.
All entries must be submitted in digital format. (No physical entries will be accepted). Please review and follow the below guidelines for how to save the file name for each of your entries, in what file format and how to submit your entries.
For Categories 1, 1270, please save the file name for your entry, using the following format, with no spaces aside from three dashes:
• Beginning of every Pinnacle entry file name: 2023IFEAP
• Middle of every Pinnacle entry file name: Category Number C# Budget Number B# (Replace # with actual category number and Budget Number.) (So, it should read: C27B3 – for Category 27, Budget 3)
• End of every Pinnacle entry file name: Your Organization NameYour Event Name (So, ABCOrganizationDEFFestival)
° Note: If entering more than one entry of the same category – please add the number 1, 2, 3 etc. after your Event name, to clearly identify each entry. (So, ABCOrganization-DEFFestival-1)
• File extension: (.pdf | .jpg | .png)
An example of an actual file name would be: 2023IFEAPC27B3ABCOrganizationDEFFestival (.pdf | .jpg | .png)
Please save your entry(ies) in the following formats:
• For Category 1
° Save as one (1) PDF file to include ALL entry information and supporting materials.
° Document page size must be no greater than 8.5 inches x 11 inches (or A4 size paper)
° Preferred layout to be white background with black text.
° Font size for any written text must not be smaller than 11pt.
° Entry must be submitted in English.
• For Categories 2-11
° Submit each entry in a digital format by providing a separate direct Online Link for each entry to be viewed
online / downloaded. Link must remain active until November 17, 2023.
• For Categories 12-14
° Save each entry as a single PDF, JPG or PNG file.
• For Categories 15 – 18
° Save each entry as a single PDF file.
• For Categories 19 – 36
° Save each entry as a single JPG or PNG file. See category details for complete image requirements.
• For Categories 37-70
° Save each individual entry as one (1) PD F File to include ALL entry information and supporting materials.
° Document page size must be no greater than 8.5 inches x 11 inches (or A4 size paper)
° Preferred layout to be white background with black text.
° Font size for any written text must not be smaller than 11pt.
° Entry must be submitted in English.
For questions on entry format, Contact: Nia Hovde, CFEE, nia@ifea.com.
All entries must be submitted in a digital format on the online entry form by either:
OPTION 1:
UPLOAD A PDF, JPG or PNG FILE of each entry on the online entry form.
° Categories 1, 1270 eligible for this option.
° NOTE: File upload size limit is 20 MB per entry. The larger the file size, the longer your entry will take to upload.
OPTION 2: PROVIDE A DIRECT LINK on the online entry form, to view / download each entry.
° For Categories 211 – Submit link to YouTube (or similar) / Social Media page / Website, etc.
° For Categories 1, 1270 – Submit a direct link to a PDF, JPG or PNG file of your entry that has been uploaded to YOUR online storage site (Dropbox, Google Drive, WeTransfer, etc.)
• If selecting this option, make sure your share settings allow “Anyone with the Link” to access the file – no password required. Link must remain active until November 17, 2023.
As you’re entering your Pinnacle entries online, with your FIRST entry, please also upload ONE (1) high-resolution copy of your Organization OR Event Logo to be used as needed during the final Awards Presentation. Note: Only one logo will be used. Please upload y our preferred logo that will represent ALL your entries.
To assist in social media promotions after the Pinnacle Award winners have been announced, we ask for you to proivde your Organization’s or Festival’s Social Media tags
(Facebook; Instagram; LinkedIn) on the Online Pinnacle Entry Form. Please list them with your FIRST entry.
Entries are judged by recognized professionals in the fields of radio, television, website development, social/multi/ print-media, graphic design, photography, promotions, public relations, marketing, advertising and festival & event planning and management.
• Categories 1, 37-70 will be judged using a point system for each individual entry. Each entry is scored separately. Scores will not be combined.
• A possible total of 100 points may be awarded to each entry.
• Be sure to answer and include all necessary information for each entry.
• If a required element within an entry is not applicable to your event, please state so within your entry to avoid being marked down on points and/or indicate what element you have instead.
• The scoring system is not applicable to TV, Radio, Multimedia, Print & some Merchandising categories.
• Scores are available upon request.
• Failure to meet all requirements or answer / provide all necessary information will result in a deduction of points.
• Gold, Silver and Bronze Awards will be given in each of the budget categories listed below within a specific category so like sized Festivals/Events/Organizations are judged against each other. Judges may combine budget categories within a specific entry, if the number of entries warrants it.
° Each Pinnacle Category is divided into the following budget categories based on the Organization’s Event Expense Budget (USD, include all cash outflows) (See Pinnacle FAQ at ifea.com for definition):
• Under $100,000 (Budget #1)
• $100,000 to $750,000 (Budget #2)
• $750,000 to $2 Million (Budget #3)
• Over $2 Million (Budget #4)
• For all entries, each winning festival/event receiving a Gold, Silver or Bronze award is selected from those festivals and events who enter the IFEA/Haas & Wilkerson Pinnacle Awards Competition and are judged on the overall excellence of a festival / event based on the specific criteria and requirements of the specific category(ies) being entered, within each of the four separate budget categories. Festivals / Events recognized as an “IFEA/Haas & Wilkerson Award Winner”, are entitled to use that specific language in sharing the news about a Pinnacle win, for the specific category(ies) won. Language declaring a Festival / Event as the “Best Festival / Event in the World by the IFEA”, is not correct or in line with the nature of the competition and will not be supported or endorsed by the IFEA.
• All winners for the IFEA / Haas & Wilkerson Pinnacle Awards will be notified by email by Friday, August 18, 2023. Notification will go all contacts listed on the Awards entry form. If you have not received a notification email, please contact nia@ifea.com.
• The 2023 IFEA/Haas & Wilkerson Pinnacle Award winners will be announced at the next Annual IFEA Convention & Expo.
• All winners will receive an email on the evening of the Awards Presentation which will include a link to a website page that will provide a complete list of winners, press release, logos, etc. This email will go to ALL contacts listed on the Pinnacle Awards Entry Form.
• A complete list of winners will be posted on the IFEA Website the evening of the Awards Presentation.
• If you are not able to be present at the IFEA Awards Presentation to accept your award(s), they will be mailed to you 3 weeks after the IFEA Annual Convention.
° Awards will be shipped via the United States Post al Service (USPS) and may take up to 4 weeks to arrive at their destination, once shipped (depending on location).
° If you would like the IFEA to ship your awards via UPS or FedEx, in order to arrive faster, please indicate that preference on the entry form so we can coordinate the shipment of your awards. You will be responsible for all shipping fees.
• Organizations submitting entries for the Grand Pinnacle category must register at least one person for the Annual IFEA Convention & Expo, or arrange for a representative to accept any award won on your behalf.
• Winning entries will be posted online on the IFEA Member Only section of ifea.com for other IFEA Members to view after they have been announced.
• By submitting your entry to the IFEA/Haas & Wilkerson Pinnacle Awards Competition, you automatically:
° Grant the IFEA the right to use any materials and/or photos from your entries for editorial, analytical, promotional or any other purpose without additional compensation or permission.
° Confirm you have the rights, licenses, permissions and consents to enter the specific Festival / Event in to the competition.
° Confirm that all information within each of your entries is true and accurate to the best of your knowledge.
° Confirm you acknowledge that entering the competition does not automatically guarantee you will win an award.
° Acknowledge your entry/ies are not returnable or refundable.
° Your entry into the competition is acknowledgement of these terms.
• As a not-for-profit 501 (c) 6 organization the IFEA reserves the right to refuse entries from any individual or organization who, at its sole discretion, may represent / display unprofessional, unlawful, unethical, unsafe or other actions/ positions deemed contrary to the best interests of the IFEA and our global industry.
As you prepare your entries, you will have many questions. To help answer many of your questions, we have posted our most frequently asked questions on the IFEA website at www.ifea.com/p/industryawards/pinnacleawards/ pinnacle-faqs. Check back often as we’ll continue to post questions and answers as they come in.
If you have never participated in the IFEA/Haas & Wilkerson Insurance Pinnacle Awards Competition before, be sure to take a look at some helpful tips and pointers on how to enter that we have gathered from fellow members over the years, to point you in the right direction. They can be found at www.ifea.com/p/industryawards/pinnacleawards/pinnacle-tips--pointers
Contact: Nia Hovde, CFEE, Vice President/Director of Marketing & Communications at Email: nia@ifea.com.
Please review the specific instructions, requirements, criteria, file type and file size for each of the below categories listed within the 2023 IFEA/Haas & Wilkerson Pinnacle Brochure before you start working on your entries.
“I was doing just fine working from home. Now they’re making us go back. Call me crazy but spending three hours in the car doesn’t excite me. I’m updating my resume this afternoon.”
“I’m not passionate about this place. We’re all about stuff I don’t care about, I don’t connect with my manager, and the pay isn’t that great. I need to find a better fit.”
“I can’t take it anymore! We’re short staffed, I’m killing myself to hold it together, nobody says thank you, so goodbye! Life is too short for this. I can work somewhere else.”
Thoughts such as those happen many times every day in organizations large and small. While a certain amount of turnover is healthy and normal, when an employer hemorrhages staff, it can take years to recover. And let’s face it, retention is tough in a lot of places. While you can’t make people stay, you can take some critical actions to address the main reasons people say sayonara, so long, and see you later.
If you haven’t done a good job cultivating a good relationship with your direct reports, today is the day to start. Evaluate your behavior. Would you want to work for you? Would anyone else? Look for patterns. If people don’t stick around and they don’t cite another plausible reason for their decision, guess what? It’s probably you. You never hear from any of them after they depart? It’s definitely you. Get honest with yourself. Are you a yeller? Inconsistent? Punishing? Self-centered? Uncommunicative? It’s time to get to work. Identify the behaviors that would cause someone to leave and stop doing them. Next, identify the behaviors that would encourage someone to stay, and start doing those things. Needing to be a better manager is a simple diagnosis with a hard prescription. If you don’t know how to get better on your own, take a class, read some leadership books, craft an action plan, hire a coach, or take a combination of those actions.
While people do outgrow jobs, and sometimes there is nowhere to move them,
you can solve for this problem. If people can do the job and become restless, look for special projects, cross-training opportunities, and other extras. At a minimum, that extra attention should slow their departure. If the problem is reoccurring, ask yourself what kind of person would be right sized for the position, and consider hiring for those attributes the next time.
It’s called a job, not purgatory. While there are certain people who live to work, most people want some semblance of a life outside of work. Ask yourself if you’re running a sweatshop. Does everyone need to be in the office from nine to five Monday to Friday? If not, a little flexibility can go a long way toward building loyalty and making a job attractive. Next, think about measuring people based on output instead of the hours worked. If employees must type on a keyboard a few times to satisfy some sort of monitoring software, you’re most likely not endearing yourself or your organization. What? You don’t trust them to do their work? Then here’s a simple answer for you: anyone who needs to be micromanaged probably shouldn’t have been hired in the first place.
Not every business touches the heart strings, but every business should tell its story in a compelling way. If it’s not a story about the business itself, perhaps it’s a connection to the role. Still nothing? If what your organization does isn’t setting the world on fire, think about other selling points. Could it be, you have a warm and
inviting family atmosphere? Are you a great training ground for something else later down the road? Can employees stop thinking about work the minute they walk out the door? With a little bit of work, you can find a meaningful story for almost any organization.
As the saying goes, you get what you pay for. So, if you’re paying 1983 prices, why are you surprised when people leave? They can do better elsewhere. Nothing personal, it’s just business. If you pay below average wages and have nothing to balance the shortfall, you’re going to lose people. You don’t think the job is worth more money? That’s too bad, your competitors do, and you lose. Stay aware of what’s happening in your industry, your market, and so forth. Also, don’t only offer money when people let you know they’ve gotten another offer. At that point it’s often too late.
Economies fluctuate. Sometimes the market favors employers, and other times employees hold a more favorable hand. Smart managers realize the cyclical nature of retention, and they do what they can to minimize the goodbyes in good times and bad. What do you need to do differently?
Kate Zabriskie is the president of Business Training Works, Inc., a Maryland-based talent development firm. She and her team provide onsite, virtual, and online soft-skills training courses and workshops to clients in the United States and internationally. For more information, visit www.businesstrainingworks.com.
The new year offers opportunity to welcome unique experiences and time to reflect on what is important to you at this stage of your life.
Focusing on what is important and what you would like to accomplish is one of the many keys to your success. When you plan time to think, meditate or just sit in silence to focus, you will find the rest of your day more productive.
As you launch into 2023, let’s FOCUS on: Friendship, Optimism, Communication, Unstoppable and “Someday” as a few points to amplify our time and enhance our lives.
When traveling by plane, flight attendants instruct us: “In the case of emergency, put the oxygen mask on your face first before assisting the person next to you.” Same as on the airplane, you need to put yourself first to recharge, to bring your best self to others.
Observe and consider carefully - who do you want in your life for the next year? Are there people to limit your time with or “bless and release” completely from your life? Avoid people who drain your energy, enthusiasm and passion for projects, people, and life.
Cultivate your inner calm. Make a list of peaceful thoughts and plan time to enjoy friends and family who mean the most to you. Continue to collect great people in your life. To keep a friend, be a friend.
Do you like to spend time with negative people? Do you appreciate hearing people complain? As a friend of mine enjoys saying “Some people see the glass as half empty and others see it as half full. As I see it - it’s time for another round!” Let’s focus on another round of appreciation, enthusiasm, and encouragement. There are so many lives you can touch with your kindness.
When you learn how to develop powerful thinking through positive thoughts, you will eliminate the negativity and transform your life. Try it!
Everything communicates - from the way you arrive to social or business events to the words you say. When you enter a room –is your attitude one of “There YOU are” versus “Here I am”?
Are you present or looking around the room for the BBD (Bigger, Better Deal) while conversing with people?
Your communication acumen will serve to define and further develop you both personally and professionally. Effective communication will limit misunderstandings which will save time! Start with the awareness of your impact on others. Simply stated – What feelings are YOU leaving in YOUR wake?
Smile more. You will be amazed at how much better your day becomes. Tip the bellman, the servers, the housekeeping team more than is customary if you can. Volunteer – this is the M.O. of the happiest people I know.
Got goals? Think of what you want to accomplish and start. It is that simple. Set a timer for 20 minutes a day to focus on these goals. Have a little more time? Reset for another 20 minutes. Baby steps are better than no steps at all. Why doubt yourself and your ability? In the words of author, Ayn Rand – “The question is not what is going to let me, it’s who is going to stop me.” Be an unstoppable force!
What are you waiting for? If you are waiting to have a difficult conversation, have it. If you are harboring a grudge, release it. If you are desiring a vacation, plan it. If you are saving your new outfit for a special occasion, wear it. Looking for more time with family and friends? Organize it. If you are hesitant to say I love you, say it TODAY!
Do you want to accomplish more in your day, week, month, year? You may never have more time. Situations have a way of arising just when we think we are all set. Your future is in your hands – what will you focus on in 2023?
Gail Lowney Alofsin is the Director of Corporate Partnership & Community Relations for the Newport International Boat Show, a division of Newport Restaurant Group. An adjunct professor at the University of RI and Salve Regina University, author, speaker and volunteer, Gail lives in Newport, Rhode Island. Gail can be reached: gail@gailspeaks.com or 401-640-4418. For more information: gailspeaks.com
1: the state of being a partner: PARTICIPATION
2 a: a legal relation existing between two or more persons contractually associated as joint principals in a business
b: the persons joined together in a partnership
3: a relationship resembling a legal partnership and usually involving close cooperation between parties having specified and joint rights and responsibilities.
The word partnership, though clear in meaning, holds many interpretations and misrepresentations of the explication. In the world of events, especially as a municipality, it is common for a “partnership” to be suggested or implied with the relationship often being one sided. True partnerships in the municipal events world are hard to come by and seem to be rare. Entering into a partnership, especially one between a municipality and a private corporation can be a harrowing adventure, but I am here to tell you about a “Uniquely Southern” partnership that is worthy of raising a glass.
“Full of Good Cheer!”
“Deliciously Different”
“Born in the South, Raised in a Glass”
If any of these slogans make you want to toast, CHEERS, then you probably grew up in the general vicinity of North Carolina, specifically near the heart of the piedmont in the small town of Salisbury. But if not, allow me to tell you a little bit about it.
Salisbury, founded in 1753, sits in the center of North Carolina between Winston Salem/Greensboro and Charlotte and is about equidistant from the mountains and the coast. Laying claim to the oldest continually populated colonial town in the western region of North Carolina, Salisbury has a population of 35,000. With a robust resume of rich history including five local Historic Districts and ten National Register Historic Districts, Salisbury has seen its fair share of history unfold, has been explored by many including George Washington, Andrew Jackson, and George Bush, and was home to Senator Bob Dole.
In addition to its history, Salisbury has a prominent Arts District and is a growing hub of economic and commercial
development, housing corporations such as Food Lion, Imperial Brown and, if you were at all familiar with the slogans above you know it is also home to Cheerwine.
L.D. Peeler created Cheerwine, North Carolina’s iconic soft drink, in Salisbury in 1917. Now 105 years old, Cheerwine is still owned and operated by Mr. Peeler’s family making it the oldest existing soft drink still operated by the original family.
In 2017 Cheerwine commemorated the monumental occasion of turning 100 years old by holding a ‘100 Years of Cheer’ Centennial Celebration in downtown Salisbury. Only intended to be a one-time event, the anniversary event drew an astonishing crowd of 30,000 people to its hometown. The overwhelming response to the Centennial Celebration, as well as the economic impact generated from the highly successful day spurred a discussion between Cheerwine and the City of Salisbury to create a partnered annual event, The Cheerwine Festival.
Common with any new event, it would need to be determined why we were producing an annual event, who was the intended audience and what were we hoping to accomplish by producing a partnered annual festival.
Cheerwine and the City event coordinator met to evaluate the Centennial Celebration to determine what was successful from that event and what we wanted to carry into the annual Festival. We also looked at what adjustments were need and what limitations and/or advantages we may or may not have now that our municipality was involved and it was no longer a privately produced event. With all else considered, we wanted to make sure that the Cheerwine brand was in the forefront of the event, being promoted and displayed in alignment with the company’s branding guidelines and company mission and values. Equivalent to that, we also wanted to make sure that the City promoted and displayed in alignment
with our mission and values. Following these discussions, with everyone on board and comfortable with the direction we were taking the Cheerwine Festival, it was time to delegate the tasks to make the event come to fruition.
True to any successful partnership, the individual parties have their own skill sets and strengths. It was important to both Cheerwine and the City of Salisbury to recognize and rely on each other’s strengths and assign tasks accordingly.
At over a century old, Cheerwine has a proven record of accomplishment of successful branding and marketing. They are the experts on their product and have found the right formula, pun intended, to keep consumers excited and coming back for more. In over 100 years, they have created meaningful and lasting relationships across the state, both private and public, that would prove to be a benefit to the festival. In addition to branding and marketing, Cheerwine also has expertise in merchandising, sales, and vendor relations. Moreover, if you are familiar with the brand at all, you know that Cheerwine continuously finds a way to give back to the community through generous charitable contributions.
Cheerwine’s main tasks include, but are not limited to:
• Marketing and Public Relations as it pertains to the Cheerwine Festival
o Cheerwine has an existing network of media outlets to utilize for promotions
o The backing of the festival from the namesake corporation adds legitimacy to the event
• Branding as it pertains to the Cheerwine Festival
o It is important to incorporate pieces of Cheerwine’s existing branding and logo into the Festival branding and logo for recognition and consistency
o Festival shirts, flags, banners, etc. to be designed and/or approved by the Cheerwine team
• Merchandise and Sales
o Cheerwine coordinates wholesale product with the vendors (beverages)
o Cheerwine obtains and manages sales of official Cheerwine merchandise and official Festival apparel
o Cheerwine obtains and provides staff apparel and other items to all employees (Cheerwine and City) working the event
• Vendor Relations
o Cheerwine assists in outreach and communication with other Cheerwine partners and encourages their participation in the Festival to include other North Carolina based companies to participate in the Food Lion Carolina Brands Sampling Area
• Charitable Contribution
o With many organizations in our community in need, Cheerwine graciously created a charitable component to the Festival. 100% of the proceeds of beverage sales from the official Cheerwine merchandise booths go to a local non-profit agency of chosen by Cheerwine.
The City of Salisbury is able to bring their own set of strengths to the table having direct access to many of the departments needed for successful festival implementation. With experience in ordinances, policies and permitting, public safety, risk management, event coordination, sanitation and so on, the City is able to manage the internal, logistical aspects of the festival.
The City’s main tasks include but are not limited to:
• Submitting and obtaining proper permitting as it pertains to the Cheerwine Festival, careful to mind all City ordinances and policies
o To include coordination with NCDOT, City Public Works, City Fire Department, City Police Department, etc.
• Develop Risk Management and Public Safety Plans
o Involving Salisbury Police Department, Salisbury Fire Department, Salisbury Public Works, Engineering, City Risk Manager and Event Coordinator – to include outside agencies such as County Sheriff’s Department, County Emergency Management Services, local hospital, etc.
• Event Coordination
o Create vendor application and selection process and communicate with vendors
o Hire contracted vendors such as production, entertainment, kids zone activities, ice vendor, port-a johns, tents, photographer, etc.
o Coordinate Volunteers
o Create Festival layout maps and other documentation
Along with individual tasks, there are also additional joint effort duties that are coordinated between both partners. These include sponsorship solicitation, additional marketing, specialty aspects of the event, day-of management and more.
• Sponsorship solicitation
o Cheerwine and the City collaborate to create a sponsorship guide and a joint list of potential sponsors for the Festival. These are evaluated and edited yearly as needed.
• Additional marketing avenues
o The City creates and maintains the Cheerwine Festival website that is updated each year with the current Festival information. Both partners give input on the content for the website.
o Cheerwine creates and maintains the Cheerwine Festival Facebook event page. A social media content schedule is produced by Cheerwine and supplemented by the City and both parties are responsible for creating and posting content, responding to comments and answering questions.
• Specialty aspects of the Festival
o Each year Cheerwine and the City look to bring something new to the event. In 2019, it was a scavenger hunt throughout downtown Salisbury during the event. For 2022, it was the addition of Historic Salisbury Trolley Tours. We will continue to collaborate and add exciting new components as we move forward.
• Day of Management
o Each partner sees to their individual day-of tasks but stays in constant communication to make sure that every aspect of the Festival is covered.
Everyone that has worked in the event world is well aware of that no matter the size and scale, it is impossible to ever be able to put on paper every last little task and detail that it takes to produce the final product. The duties listed above only give you the mile-high view of the uncountable, individual, minute and seemingly menial items to be completed
for the Cheerwine Festival. Planning an event alone can be taxing enough as you are constantly checking to assure that all of the tasks are covered and you are generating the best event you can to achieve your desired outcome. When you add a partner to the mix, often things can get miscommunicated and confused, and components of your event can fall through the cracks or just frankly do not get completed. True, successful and lasting partnerships require trust, communication, and a willingness to work for the greatest end-result that, if done correctly, will meet or exceed your original why/who/what that you determined when you started.
Since the inception of this joint venture, to date, Cheerwine and the City of Salisbury have held three in-person festivals, 2018, 2019, 2022, and one virtual festival, 2020. We unfortunately lost one event completely in 2021 due to COVID-19. The three in-person festivals combined have resulted in 230 vendor opportunities, 140,000 in attendance, 9 regional and 4 national recording acts on the main stage, $24,180 given in charitable contributions to 4 community organizations and $4.13 million in economic impact. It is impossible to calculate the number of smiles shared, photos taken, Cheerwine consumed or memories made, but we are confident that it is safe to assume that the annual Cheerwine Festival will be a destination for individuals and families alike for many more years to come!
The Cheerwine Festival is a great example of a successful collaborative effort of municipal and corporate partners who established a common goal, recognized each other’s strengths and skills, communicated effectively and trusted each other. We cannot wait to hear what you come up with next!
Vivian Koontz is the Events Coordinator for the City of Salisbury Parks and Recreation Department in Salisbury, North Carolina where she oversees several annual and partnered events including The Cheerwine Festival, a celebration of All Things Cheerwine, All Things Salisbury. Vivian has a Bachelor’s degree in Recreation and Physical Education from Catawba College and has worked for the City of Salisbury for 16 years where she started her career in programming, eventually discovering her passion for special events.
It’s that time of year again: make up a list of New Year’s Resolutions. These are usually the things we didn’t accomplish in 2022 or perhaps deciding on a new focus as we move forward in the calendar into what we like to think of as a “clean slate”. This year, given the experience of the pandemic, perhaps it is time to consider our New Year’s Resolutions, not only as things we’d like to change in ourselves, but to purpose our organization with new goals (or just reviewing current practices to ensure they’re still viable.) So, here’s my list of New Year’s Resolutions for a Festival World of 2023.
1. Focus on Ethics
Our Festival will focus on business ethics in 2023 to ensure that we are demonstrating a commitment to and providing a shining example of the highest ethical standards in everything we do. Our leadership will focus on this and hold us up to these standards.
2. Accountability
We will hold ourselves, and others, individuals, suppliers, any company with whom we do business to a commitment to follow ethical practices and reflect well on our ethical guidelines. We can set the bar higher for everyone.
3. Integrity
We will incorporate such principles as honesty, trustworthiness, and reliability in everyone and in everything we do. This means consistently doing the right thing and striving to hold everyone to a higher standard.
4. Respect for Others
We will foster ethical behavior and environments in the workplace, respecting others as a priority. We all deserve dignity, privacy, equality, opportunity, compassion, and empathy in our workplace.
5. Honesty
Honesty is definitely the best policy. Honesty in all matters fosters an ethical climate. Partial truths, omissions, and under or overstating don’t help anyone. Solutions depend upon
receiving and dealing with bad news and good news equally.
6. Respect for Laws
We include our community in our ethical guidelines and we enforce all local, state, and federal laws.
7. Responsibility
We expect everyone in an organization to have ownership, i.e. responsibility for their work.
8. Transparency
We will ensure that information about our hiring and firing practices, wages and salaries, and promotions are available to those interested in the business’s success. We will have clear policies on every aspect of our organization.
9. Fairness
Everyone will have the same opportunities and be treated the same. If our organization makes anyone feel uncomfortable or places corporate benefit before equality, common courtesy, and respect, it is not fair.
10. Environmental Concern
Our world is facing extremes of climate traced to environmental issues and we need to be aware of and concerned about any environmental impacts our organization might have. We pledge to reduce, reuse and recycle wherever possible.
Happy New Year!
Robert Baird is President of BAM! Baird Artists Management Consulting in Toronto, Canada and an acknowledged expert in international touring including visas, withholding and taxation. He offers free advice to artists, agents, managers and venues and has an international clientele. He served for many years on the Executive Board of Festivals and Events Ontario (FEO) and is a former Vice-President of that organization. He can be reached at: P: 1-800-867-3281 E: robert@bairdartists.com or for more information go to: www.bairdartists.com
The IFEA would like to thank the above partners for their dedicated support of the association. Association Endorsed Partners have made a commitment to the continued success of our association, our members, and our industry through their umbrella support of all IFEA programs and services. Show your support for these dedicated providers to our industry by getting to know them, and the high quality products and services that they supply, better.
Interested in becoming an Association Endorsed Partner?
Contact Kaye Campbell, Director of Partnerships & Programs
(208) 433-0950 x8150 or kaye@ifea.com
THURSDAY, FEBRUARY 9, 2023
11:00 A.M. MST
Customers, Creators, and Influencers: Social Content from Outside
David Ramirez, IFEA Foundation Board Member
Senior Marketing Manager
TINT, San Antonio, TX
THURSDAY, FEBRUARY 23, 2023
11:00 A.M. MDT
The Basics of Crisis Management and Contingency Planning
Ira Rosen, CFEE, Associate Professor & Director of the Event Leadership Executive Certificate Program Temple University, Philadelphia, PA
THURSDAY, MARCH 2, 2023
11:00 A.M. MDT
Still Here: ‘Normal’ Risk & Security Concerns in a Covid Over-Shadowed World
Warwick Hall, CFEE, IFEA World Board Member Operational Risk Consultant Safety Set Consulting
Taupo, New Zealand
THURSDAY, MARCH 9, 2023
11:00 A.M. MDT
Practical Strategic Plans: Creating a Vision in the Post Pandemic World
Neville Bhada, TMP, CEO Applied Strategies and Principles
Athens, GA
THURSDAY, MARCH 16, 2023
11:00 A.M. MDT
Stalking the Elusive Sponsor
Bruce L. Erley, APR, CFEE, President & CEO Creative Strategies Group, Denver, CO
THURSDAY, MARCH 30, 2023
11:00 A.M. MDT
Driving Event Revenue Through Your Website
Cassie Dispenza, IFEA Foundation Board Chair
Vice President of Strategic Partnerships
Saffire, Austin, TX
THURSDAY, APRIL 6, 2023 - 11:00 A.M. MDT
Creating a Sensory Inclusive Event Experience and Accessibility for those with Invisible Disabilities
Sean Culkin, Board of Directors KultureCity
Ted Baroody, President Norfolk Festevents, Norfolk, VA
THURSDAY, APRIL 13, 2023
11:00 A.M. MDT
The Power of Positivity
Gail Lowney Alofsin
Director of Corporate Partnerships & Community Relations
Newport International Boat Show
Newport, RI
THURSDAY, APRIL 20, 2023
11:00 A.M. MDT
Is Your Board, Bored?
Penny McBride, CFEE, President & CEO
Fredericksburg, Texas Chamber of Commerce Fredericksburg, TX
THURSDAY, APRIL 27, 2023
11:00 A.M. MDT
Scaling Your Communications Strategy in 60 Minutes or Less
Meg Cohen, Director of Marketing & Communications National Cherry Blossom Festival Washington, DC
THURSDAY, MAY 4, 2023
11:00 A.M. MDT
Revenue Growth Hacking: The Inside Secrets to The Highest Performing Ticketing Pages
Shadi Hayek, Vice President of Sales TicketSpice, Sacramenta, CA
Sponsored by
Learn more at www.ticketspice.com
Live presentations of the 2023 IFEA Webinars are FREE to
“Recognizing the best in city-event leadership and partnerships around the world.”
The IFEA World Festival & Event City Award © was designed and created as a way for the global festivals and events industry to openly encourage, support, learn from and recognize positive local environments for festivals and events worldwide. If you are considering applying for this prestigious award, you already understand the important role that festivals and events play in your community by:
• Adding to the quality of life for local residents;
• Driving tourism;
• Showcasing a positive community brand and image to the media, business community, and visitors;
• Creating economic impact that translates into jobs, tax revenues and enhanced infrastructure improvements;
• Providing enhanced exposure opportunities for the arts, not-for-profit causes and other community programs and venues;
• Promoting volunteerism and bonding the many elements of the community together;
• Encouraging community investment, participation, creativity and vision; and
• Building irreplaceable ‘community capital’ for the future.
To achieve and maximize these important returns for the markets that they serve, we must clearly understand their direct correlation to the partnerships with and support from the local community, at all levels, that is critical to the success and sustainability of existing festivals and events, as well as the ability to attract and encourage new events. Through this special award the IFEA is pleased to recognize those cities and markets who have worked, through concerted efforts, to provide an environment conducive to successful festivals and events. For each year’s selected cities, the IFEA World Festival & Event City Award © provides:
• A strong platform from which to recognize the success of current and on-going efforts by every component of your community;
• A clear positioning statement to encourage continued infrastructure, policy and process enhancement and expansion; and
• A powerful marketing statement for use in recruiting and encouraging new festivals, events and businesses.
We look forward to working with you, your city and community partners to recognize the quality efforts and support that you have successfully developed over the years and should be rightfully proud of. Thank you for your continued support of, and partnership with, the festivals and events industry. Best of Luck with your entry!
IFEA World Festival & Event Award recipient cities come from all over the globe including such cities as: Sydney, Australia; Dubai, United Arab Emirates; São Paulo, Brazil; Rotterdam, The Netherlands; Jinju City, Gyeonsangnam-do, South Korea; Krakow, Poland; Philadelphia, Pennsylvania, USA; Greater Palm Springs - CA, USA; Ottawa - Ontario, Canada; Boston - Massachusetts, USA; Maribor, Slovenia; Taupõ - New Zealand; Tucson, Arizona, U.S.A.; Des Moines, Iowa, U.S.A.; New Taipei City, Taiwan; Ballito-KwaDukuza, KwaZulu-Natal, South Africa, and much, much more.
A complete list of winning cities and details about each can be found at www.ifea.com
• Entry Deadline: 11:55 p.m. (Mountain Time Zone) – Wednesday, May 17, 2023
• Entry must include completed entry, additional requested details and application form with payment
• Due to time constraints in judging, late entries cannot be accepted.
The total cost to enter the IFEA World Festival & Event City Award© is $795 (U.S. Dollars) for IFEA Members and $1095 (U.S. Dollars) for non-IFEA Members per entry. Payment may be made using a Visa, MasterCard or American Express credit card or by Check (made payable to the IFEA)
Applications for the IFEA World Festival & Event City Award© may be submitted by the City itself or by an event(s) on behalf of their City. It is our hope that the application process itself will result in an even closer working partnership and dialogue between the Applicant City and the festivals and events who serve that market.
Applicants may re-apply for the IFEA World Festival & Event City Award© each year.
Judging of the IFEA World Festival & Event City entries is done by an international panel of respected event professionals, who have been pleased to discover that there are many amazing programs happening around the world that will help us all to raise the bar for our own communities, showing us what is possible – at every level – when vision and leadership combine.
The IFEA World Festival & Event City Award© are presented on an individual basis to exemplary cities around the world that we hope others will emulate. The awards are not designed as a competition of one city against another, but rather to recognize those individual cities that have ‘raised the bar’ for everyone, taking into account the cultural, economic and geographic challenges that they have met, mastered and often changed along the way. For that reason, we may present multiple awards each year, while some will be encour-
aged to strengthen or make adjustments to selected components of their entry criteria for reconsideration in future years.
• A possible total of 100 points may be awarded to each entry based upon the individual components listed under Sections 1-6 of the overall entry.
• Failure to meet all requirements or answer/ provide all necessary information may impact judging decisions and will result in a deduction of points.
• If a section or element does not apply to your City, please state this within your entry (explaining why it does not apply) in order to avoid losing points.
• Award Recipients will be notified via email by Monday, June 14, 2023. Notification will go to the primary contact listed on the entry application.
• The 2023 IFEA World Festival & Event City Award© will be presented during the IFEA’s 66th Annual IFEA Convention & Expo. Each recipient city will be highlighted in a brief video presentation at the award ceremony and on-site throughout the convention.
• If you are unable to attend the IFEA’s 66th Annual Convention & Expo to accept your award, please arrange for a representative to accept on your behalf.
• If you are not present at the awards presentation to accept your award, it will be mailed to you 4 weeks after the convention concludes at your expense. Please provide a credit card number to charge for shipping fees.
Being selected as an IFEA World Festival & Event City is only the beginning of the benefits to be gained from this special honor.
• Each winning recipient of the IFEA World Festival & Event City Award© will receive an engraved award suitable for indoor display and a personal letter of congratulations.
• Duplicate IFEA World Festival & Event City awards are available for purchase by award recipients wishing to share their honor with the many partners who helped them to win.
• Winning recipients will be provided with the rights to use the 2023 IFEA World Festival & Event City Award© Winner logo on their websites, press releases and other appropriate City letterhead, brochures, marketing materials, etc.
• The IFEA will announce all IFEA World Festival & Event City Award© recipients in an international press release to the world’s leading media sources, including all local market media contacts provided to the IFEA by selected applicants.
• IFEA World Festival & Event City Award© recipients will be featured in a special on-line tribute section at www.ifea.com in perpetuity and in a special section of ie: the business of international events, the IFEA’s industry-leading magazine.
By submitting your entry to the IFEA World Festival & Event City Award, you automatically:
• Grant the IFEA the right to use any materials from your entry for editorial, analytical, promotional or any other purpose without additional permission or compensation. All materials and photos submitted as part of the application will become the property of the IFEA.
• Confirm that all information within your entry is true and accurate to the best of your knowledge.
• Acknowledge your entry is not able to be returned. Copies should be made prior to submitting your entry, as desired. Note: Proprietary or sensitive information will not be shared if identified clearly.
• Agree that if selected as a winning applicant, the IFEA may use their City name and representative’s photos in all press releases and program marketing materials, both hard copy and electronic versions.
• Acknowledge that your entry into the competition is acknowledgement of these terms.
Working in partnership with local community leadership, festivals, events, organizations and businesses, please provide a clear overview and understanding of the festival and event environment in your City/Market through your responses to each defined section. The application process in itself is a great opportunity to evaluate internally the areas where your City excels and other areas where you may be able to strengthen your efforts and further support local programs. Cities interested in being considered for the annual IFEA World Festival & Event City Award© must submit and include the following information:
1. DESCRIPTION: A one (1) paragraph description of your city (to be used for promotional purposes by the IFEA). (Submit as PDF Document).
2. MEDIA LIST: An email list of your local media contacts for IFEA for use to announce the selected recipients. Please limit to your 25 main contacts. (Submit as Excel Document).
3. PHOTOGRAPH: An individual photograph representing either an overhead view of your city or a festival setting within your city (at least 300 dpi in size). (Submit as JPG or PNG format).
4. VIDEO: A three (3) minute video presentation representing your City. (Submit video as a link to an online video location such as YouTube or submit as a MPF, WMF, MOV file located on a file storage of your own such as Google Drive or Dropbox).
5. LETTER: A one (1) page introductory letter stating why your City should be selected to receive the IFEA World Festival & Event City Award. (Submit as PDF Document).
6. MAIN ENTRY: Your overall completed IFEA World Festival & Event City Award© Entry providing responses and supporting information for the following sections. Refer to pages 6-9 for detailed descriptions required for each section. This part of your entry must be submitted as one (1) PDF Document.
• Section 1: Community Overview
• Section 2: Community Festivals & Events
• Section 3: City/Government Support of Festivals & Events
• Section 4: Non-Governmental Community Support of Festivals & Events
• Section 5: Leveraging ‘Community Capital’ Created by Festivals & Events
• Section 6: Extra Credit
To view examples of past IFEA World Festival & Event City Award© recipient entries, go to: www.ifea.com / Industry Awards / World Festival & Event City Award / Past Recipients.
• Please submit your main entry (as listed in components 6 under Entry Requirements above), as one (1) single PDF Document.
• Components 1-5 listed under Entry Requirements may be submitted as separate pieces from the main entry, but must be submitted at the same time.
• All entry information should be provided in English and typed using 11-point font.
All entries must be SUBMITTED and PAID FOR online. Please review and follow the guidelines below for how to format, submit and pay for your entries in addition to reviewing the entry requirements.
Please save the file name for each of your entry components, using the following format, with no spaces:
• Beginning of each component file name: 2023IFEACityAward
• Middle of each component file name: Your City Name, State and Country
• End of every component file name: Component Name
• (Components include: Description; Media; Photograph; Video; Letter; Main Entry.)
• File extension: (.pdf | .jpg | .png | .xlsx)
An example of an actual file name would be: 2023IFEACityAwardBoiseUnitedStatesMainEntry.pdf
Please save your entry components in the following formats:
• Main Entry, City Description and Introductory Letter: Please submit as PDF Documents.
• Media List: Please submit in an Excel Document
• City Photo: Please submit as a JPG | PNG
• City Video: Please submit your city video as a link to an online video location such as YouTube OR submit as a MPF, WMF, MOV file located on a file storage of your own such as Google Drive or Dropbox).
When you are ready to submit your entry, go to: www.ifea.com/p/industryawards/pinnacleawards/ thisyear/EnterHere
Questions: Please contact Nia Hovde, CFEE at nia@ifea.com.
Entries may be submitted using the online form by either:
OPTION #1:
Providing a direct link on the Entry Form, to a file that has ALL the components of your entry and has been uploaded to YOUR online storage site (Dropbox, Google Drive, We Transfer or similar). If selecting this option, make sure your share settings allow “Anyone with the link” to access the file.
Link must remain active until November 17, 2023.
OPTION #2: Uploading each individual component of your entry (1-6) individually on the online Entry Form (note: Video component will still need to be submitted as a link due to file size). Upload option only available on desk top computer. Not available on mobile devices. File upload size limit is 20MB per component. The larger your file size, the longer your entry will take to upload.
• Not all components under a specific section will pertain to everyone. Don’t worry; there are no ‘right’ or ‘wrong’ answers and our international judging panel will base their decisions on overall impressions after reviewing all of the submitted information. We are all learning from each other, with the goal of strengthening the partnerships, benefits and returns to our respective communities from the festivals and events that are such an important part of the community fabric and we hope to find additional new ideas being implemented from within all of the award entries that we can share in the future.
• Responses to the requested information may require a straight-forward numerical answer, or a more descriptive definition. While we have placed no limits on length, we encourage you to provide the most succinct answers possible that clearly make your point.
• Support materials, photos, videos, brochures, copies, etc. should be inserted following the responses to each section.
• As needed, we may communicate with the primary contact on the application to clarify any questions that may arise.
If you have any questions or need clarification on any criteria, please contact either:
• Steve Schmader, CFEE, President & CEO at schmader@ifea.com
• Nia Hovde, CFEE, Vice President/Director of Marketing & Communications at nia@ifea.com
Working in partnership with local community leadership, festivals, events, organizations and businesses, please provide a clear overview and understanding of the festival and event environment in your City/Market through responses to each of the following sections. The application process in itself is a great opportunity to evaluate internally the areas where your City excels and other areas where you may be able to strengthen your efforts and further support local programs.
Please submit the following information:
1. A one (1) paragraph description of your city (to be used for promotional purposes by the IFEA)
2. An email list of your local media contacts in Excel format for IFEA for use to announce the selected recipients. Please limit to your 25 main contacts.
3. An individual photograph representing your city - preferably of a festival setting within your city (at least 300 dpi in size).
4. A three (3) minute video presentation representing your city. (Refer to Important Details section for video format.)
5. A one (1) page introductory letter stating why your City should be selected to receive the IFEA World Festival & Event City Award.
6. Your overall completed IFEA World Festival & Event City Award© Entry providing responses and supporting information for Sections 1-6 below. This part of your entry must be submitted as one (1) singular entry piece/document/PowerPoint/Pdf, etc. Please refer to the Entry Requirements and Important Details sections for specific entry formats and details.
To view examples of past IFEA World Festival & Event City Award© recipient entries, go to: www.ifea.com / Industry Awards / World Festival and Event City Award / Past Recipients
Goal: The information in this section should help provide us with a better understanding of your community and the infrastructure in place to host and/or support those producing and attending festivals and events.
• Please provide an overview of your community that will provide us with as many elements as possible, such as:
a. Current City Population
b. Current SMSA or LUZ Population (Standard Metropolitan Statistical Area or Large Urban Zone)
c. Population within a 50 Mile Radius of Applicant City
d. Primary Festival and Event Venues Available (Indoor and Outdoor. For example: Theatres, Plazas, Bandshells, Parks, Stadiums, Fairgrounds, Sport Facilities, Convention Centers, etc., including those facilities planned for completion within the next two years. Include Estimated Capacities for each. For outdoor venues, use a formula of 1 person per 3 square feet if no other total capacity numbers are available.)
e. Water and Power Accessibility in Outdoor Venues
f. Wifi Accessibility throughout Venues in City (signal / affordability)
g. Hospital and Emergency Response Availability
h. Total Number of Hotel Rooms Available
i. Public Transportation Options
j. Parking Availability (Paid lots, meters, and free)
k. Walking Paths, Bicycle Lanes
l. Estimated City Visitors Annually Attributed to Festivals and Events
Goal: The information in this section should provide us with an understanding of the diversity and success of current festivals and events that serve your city residents and visitors throughout the year.
• Please provide us with a good overview of the leading festivals and events currently operating in your market. A full-year calendar of events is very helpful as we consider this area.
Please provide the following for the ‘Top 10’ festivals or events in your market:
a. Festival or Event Name
b. Top Executive Contact Information
c. Number of Years Festival or Event has been Produced
d. Event Dates (Minimally the month held, with days if clearly defined –For example: the last weekend in June. If the event is a series, list the starting and ending dates – For example: Every Wednesday, June through August.)
e. Primary Target Audience (For example: Families; Young Adults; Seniors; Children; Specific Cultural Heritage Groups; All Community Segments; Out-of-Market Visitors, etc.)
f. Recurrence Cycle (Annually, Every 5 Years, etc.)
g. Estimated Combined Aggregate Attendance
Goal: The information in this section should help us to understand the strength and depth of support by the applicant City and other area governmental bodies (County, State, taxing districts, etc.) and demonstrate a clear awareness of event support needs by government agencies and officials.
• Please define or describe each of the following elements (a-i) below, as completely and accurately as possible.
• Where available and appropriate, please provide examples and copies.
• If a section or element does not apply to your city, please state this within your entry and why it does not apply and/or what you may have/use instead.
a. Defined and Accessible Public Objectives and Support Statements for Festivals and Events by the City and Other Local Government Agencies
b. Direct Funding Support Provided to and/or Budgeted for Festivals and Events from the City or Other Government Agencies
c. In-Kind Services Support Provided to and/or Budgeted for Festivals and Events from the City or Other Government Agencies
d. Support Provided by Festivals and Events to Help with Community Awareness/Protection (For example: On-site vaccination locations/coordination; Requirements - as allowed by your city/state governments - for proof of vaccination/negative testing; masks; safe distancing; other increased safety measures by event attendees.)
e. Any New Programs Created to Prepare For/Protect Against Future or Continued Pandemic or Other Unexpected Challenges
f. Defined Role of the City in Festival and Event Approval
g. City-Provided Festival and Event Process Coordination and Assistance Systems
(For example: Existence of a City Events Department; ‘One-Stop Shopping’ for Permitting and Municipal Service Needs; Shared Resource Programs for Volunteer Recruitment/Management, Non-Proprietary Equipment Usage/Maintenance, Insurance/Music Licensing Provisions, etc.)
h. Participation in Official Capacity by City Department Representatives on Boards and Planning Committees of Local Festivals and Events
i. Local Laws, Ordinances, Regulations, Permits and Policies Impacting and Supportive of Festivals and Events
(For example: noise ordinances, traffic regulations, curfews, parking fees, fireworks regulations, ambush marketing control, alcohol service requirements, taxes, food safety, insurance requirements, risk management expectations, etc.)
j. Green Initiatives: What assistance does the city offer to encourage and support green initiatives by festivals & events?
k. City Provided Festival and Event Training Programs
(For example: Marketing, Planning, Budgeting, Risk Management, Alcohol Service, City Department Introductions, Professional Certification, etc.)
l. Direct Industry Involvement / Memberships by Any of the Above
Goal: The information in this section should help us to understand the commitment to festivals and events and direct support provided by community individuals and non-governmental organizations. Without this type of support most festivals and events could not achieve the level of success that these important partnerships help to build.
• Please define or describe how each of the following elements/organizations (a-l) below (if applicable) lends their support to ensure the success and outreach of local festivals and events completely and accurately as possible.
• Answers should be provided as an overview reflective of the entire community versus an individual event/organization, with enough detail to provide a clear picture of support.
• If a section or element does not apply to your city, please state this within your entry and why it does not apply and/or what you may have/use instead.
a. Volunteer Involvement
b. Sponsorship Support (include in your answer a list of the ten (10) most prominent corporate sponsors in your market)
c. Media Support
d. Chamber of Commerce / Convention & Visitors Bureau Support (Promotion and marketing activities, familiarization tours, travel writer access, material creation, information distribution, grant funding, visitor hosting, etc.)
e. Downtown Associations (Support by Downtown merchants and businesses)
f. Organizations to Assist Individuals with Disabilities
g. Local Event Cooperatives
h. Sports Commissions
i. Educational Institution Support
j. Special Incentives/Discounts Provided to Festivals and Events by Local Venues (For example: special discounted rates for use of a local performing arts venue; provision of ticketing services, etc.)
k. Access to Industry Suppliers in the Local Market (For example: banners and decorations; generators; portable toilets; merchandise; generators; stage, lights & sound; golf carts; security; chairs; barricades; ATM’s; communication services; etc.)
l. Direct Industry Involvement / Memberships by Any of the Above
Goal: The information in this section should help us to understand how the City and its non-governmental partners maximize the ‘community capital’ created by festivals and events in your market.
• Please define or describe how your City uses the branding and marketing images/ opportunities provided by your local festivals and events to leverage return in other areas.
• These may include, the items below, among others.
• If a section or element does not apply to your city, please state this within your entry and why it does not apply and/or what you may have/ use instead.
a. Community Branding (How are local festivals and events used to promote and build upon the positive image of the city?)
b. Promoting Tourism (How are local festivals and events used to promote tourism visits?)
c. Convention Marketing (How are local festivals and events used to recruit conventions to the city during the times that festival or event activities may serve as an extra incentive for choosing a destination?)
d. Corporate Recruiting Efforts (How are local festivals and events used by Economic Development efforts to recruit new businesses to consider choosing your market for their operations?)
e. Relocation Packets and Information (How are local festivals and events used in information designed to entice individuals / organizations to relocate to your city?)
f. Familiarization Tours (How are local festivals and events used by your City and Convention & Visitors Bureau as part of ‘Familiarization Tours’ for visiting meeting planners, VIP’s, etc.)
g. Out-of-Market Media Coverage (How are local festivals and events used to secure interest in coverage from out-of-market media sources, travel writers, etc.?)
h. Enhancing Exposure to the Arts and Other Causes (How are local festivals and events used to feature, highlight, expose new audiences to, or drive support for the arts and other causes?)
i. Creating Highly Visible Public Relations Campaigns for City Facilities and Services (How are local festivals and events used to drive positive public relations campaigns for things like police image, parks usage, fire safety, EMT roles and support needs, use of local transportation options, marketing of/exposure to local venues, support of local bond issues, etc.?)
j. Encouraging Community Bonding, Participation, and Celebration (How are local festivals and events used by the City to bond all of the diverse elements of the community together, encourage community involvement and support, and celebrate who we are when we are at our best?)
k. Highlighting or Developing Underused Venues or Sections of the Community (How are local festivals and events used to encourage usage of or exposure to underused venues or city neighborhoods, underdeveloped sections of the City, etc.?)
l. Creating Legacies and Images Beyond the Event (How are local festivals and events used to create lasting legacies (venues, programs, infrastructures and images of the City after and in-between events?)
This section provides an opportunity to highlight any other programs, services, resources, activities, etc., that may not have been included or covered in the previous sections. Some examples may include the items below, among others,
a. Skills Development - Availability of Certificate or Degree Programs in Festival & Event Management through a Local University or Private Provider
b. Members of Your Event Community Who Currently Hold a Certified Festival & Event Executive (CFEE) Designation
c. Secondary School System Graduation Requirements that Encourage Volunteerism and Community Service during Festivals and Events
d. A Festival and Event Shared Resource Program in Your City (For example: shared warehousing, office space, equipment, staff, etc.)
e. Defined and used Risk Management Partnerships between the City and Events
f. Efforts to Actively Recruit New Events to Your City (Please include reference to any applications made/secured if this area pertains)
g. Other Creative Endeavors
Each year, the International Festivals & Events Association announces the recipients of the IFEA World Festival & Event City Award, at the Annual IFEA Convention & Expo. The IFEA would like to congratulate each winning city. For more information about each winning city - go to: www.ifea.com / Industry Awards / World Festival & Event City Awards / Past Recipients
2022 IFEA World Festival & Event City Award Recipients
• Chiang Mai, Thailand
• Jinju, South Korea
• McAllen, Texas, United States
• Penghu, Taiwan
• Philadelphia, Pennsylvania, United States
2019 IFEA World Festival & Event City Award Recipients
• Coffs Harbour, New South Wales, Australia
• Gimje-Si, Jeollabuk-do, South Korea
• Philadelphia, Pennsylvania, United States
• Rotterdam, South Holland, The Netherlands
• Sydney, New South Wales, Australia
• West Palm Beach, Florida, United States
2018 IFEA World Festival & Event City Award Recipients
• Boryeong-si, Chungcheongnam-do, South Korea
• Coffs Harbour, New South Wales, Australia
• Gold Coast, Queensland, Australia
• Moscow, Russia
• Ottawa, Ontario, Canada
• Philadelphia, Pennsylvania, United States
• Sydney, New South Wales, Australia
• Taichung City, Taiwan
• Winnipeg, Manitoba, Canada
2017 IFEA World Festival & Event City Award Recipients
• Coffs Harbour, New South Wales, Australia
• Des Moines, Iowa, United States
• Gold Coast, Queensland, Australia
• Hadong-gun, Gyeongsangnam-do, South Korea
• New Taipei City, Taiwan
• Philadelphia, Pennsylvania, United States
• Port Macquarie Region, New South Wales, Australia
• Sydney, New South Wales, Australia
• Tucson, Arizona, United States
2016 IFEA World Festival & Event City Award Recipients
• Coffs Harbour, New South Wales, Australia
• Dubai, United Arab Emirates
• Greater Palm Springs, California, United States
• Krakow, Poland
• Newcastle, New South Wales, Australia
• Philadelphia, Pennsylvania, United States
• Sydney, New South Wales, Australia
• Taupo - , Waikato Region, New Zealand
2015 IFEA World Festival & Event City Award Recipients
• Coffs Harbour, New South Wales, Australia
• Dubai, United Arab Emirates
• Jinju City, Gyeonsangnam-do, South Korea
• Louisville, Kentucky, United States
• Newcastle, New South Wales, Australia
• Philadelphia, Pennsylvania, United States
• Rotterdam, The Netherlands
• Sydney, New South Wales, Australia
• Dubai, United Arab Emirates
• Dublin, Ohio, United States
• Newcastle, New South Wales, Australia
• Philadelphia, Pennsylvania, United States
• São Paulo, Brazil
• Sydney, New South Wales, Australia
2013 IFEA World Festival & Event City Award Recipients
• Boston, Massachusetts, United States
• Hwacheon-Gun, Gangwon-do, South Korea
• Nice, Côte d’Azur, France
• Ottawa, Ontario, Canada
• Rotorua, Bay of Plenty, New Zealand
• Salvador, Bahia, Brazil
• Sydney, New South Wales, Australia
• Ballito-KwaDukuza, KwaZulu-Natal, South Africa
• Campos do Jordão, São Paulo, Brazil
• Denver, Colorado, United States of America
• Dubai, United Arab Emirates
• Dublin, Ohio, United States of America
• Grapevine, Texas, United States of America
• Hampyeong-gun, Jeonlanam-do, Korea
• Lhasa, Tibet Autonomous Region, People’s Republic of China
• London, England
• Maribor, Slovenia
• Newcastle, New South Wales, Australia
• Republic of Trinidad and Tobago, The
• Sydney, New South Wales, Australia
2011 IFEA World Festival & Event City Award Recipients
• Dubai, United Arab Emirates
• Gimje-si, Jeollabuk-do, South Korea
• Indianapolis, Indiana, United States
• Johannesburg, Gauteng, South Africa
• Joinville, Santa Catarina, Brazil
• Meizhou Island of Putian City, Fujian Province, China
• Reykjavik, Iceland
• São Paulo, São Paulo, Brazil
• Shanghai, China
• Sydney, New South Wales, Australia
• Boryeong-si, Chungcheongnam-do, Korea
• Edinburgh, Scotland
• Geumsan-gun, Chungcheongnam-do, Korea
• Hidalgo, Texas, United States
• Jinju-si, Gyeongsangnam-do, Korea
• Louisville, Kentucky, United States
• Norfolk, Virginia, United States
• Ottawa, Ontario, Canada
• Rotterdam, The Netherlands
• Sydney, New South Wales, Australia
• Salvador, Bahia, Brasil
• Taupo, New Zealand
Build a culture that elevates thinking above sexual misconduct.
Give 100% clarity
Protect your team, volunteers, and attendees
Build trust and protect your reputation
During Treefort, no fewer than 10 people hugged and thanked me for using WeVow.
— Lori Shandro Outen, Founder / Producer ofTreefort Music Festival
A WeVow “Group” for your event includes:
■ License to leverage WeVow at/on/in your website, ticketing, registration, event programming, social media, and all PR and communication
■ Custom URL for reporting incidents and finding resources
■ Custom signage designs to display at your event with WeVow messaging + link
■ 3 free counseling sessions + resources for anyone who reports an incident as a victim during your event
■ Training guide for key team members regarding best practices for when incidents are reported
■ White glove service
A not so surprising fact – according to HubSpot, 65 percent of consumers state that the experience they encounter on a website is a “very important” factor in recommending a brand. If that stat is not enough, HubSpot also reported that 75 percent of consumers expect new technologies to be used to create memorable and better experiences.
The bottom line seems clear – if companies do not invest in the digital consumer experience, there is a potential risk of losing those consumers. What are the most important factors in creating those memorable digital consumer experiences? Consider these five must haves:
There is a temptation by organizations to choose new technologies that internal staff think are great, but have no impact on the consumer experience. Even worse, some new additions to their current technologies can make the digital consumer experience worse or more complicated.
When considering adding new technologies, look at what the consumer experiences currently are. Then determine whether the new technology addresses a specific need or improves on the existing experience. If those needs are not being addressed, it may be better to continue that new technology search.
There is a great way to determine the impact of a new technology on the digital consumer experience: make sure measurements and KPIs are set up to determine whether the technology has actually impacted the digital experience for the consumer. Yes, the customer experience can be challenging to quantify, but there can be data parameters put into place to make that quantification easier.
These measurements can be how quickly a consumer gets to a completed action on the website, how easy information can be accessed (how many pages to get to content) and how often it is accessed, or even what options are available for additional contact (chat box, form, email or phone). Take the time to work on those measurements.
When it comes to adding in new technologies, make one change at a time. This is important for several reasons. Too drastic of a change could impact how well the technology can be integrated into current platforms and cause current technologies to malfunction.
Introducing several changes at once can also make it difficult to determine what change caused an improvement in the experience. It also can make the consumer overwhelmed with the new experience. Even new technologies that improve the digital experience could be rejected by the visitor if there are too many changes at once. Be patient and do smaller and simpler changes over a period of time.
Changes to technologies can have longer types of impact. This goes beyond the digital consumer experience and can affect whether a company can incorporate future digital changes and new technologies coming on the horizon. When reviewing new technologies, are there options to modify or alter the technology so that the investment can grow and pivot with changes in the business, the economy or the consumer?
Also, will the organization providing the technology be in business in a year, 2 years or 5 years? Can someone else, like a third-party vendor or internal IT team, support the technology if something were to happen? Understanding the cascading
effects of choosing a new technology is vital.
Must
There is no cost to a conversation. When there is any doubt, simply ask. Not sure what needs customers have? Do a poll or focus group and find out how they use the current technology and what improvements could be made. Wondering if a new potential technology is easy to implement and doesn’t have any potential pitfalls? Request references and ask hard questions about their experience, the implementation process and the impact of the technology. This also goes for internal staff and asking how the technology may affect their department. Bringing all stakeholders to the table is worth the effort. Take the time to gather information before implementation to remove unnecessary headaches. By having this additional information, better decisions can be made on what technology is chosen and how effective it can be.
Digital consumer experiences are more important than ever. Adding new technologies can enhance those experiences. With the focus on these must haves, companies can implement the right technology at the right time and help the consumer experience their brand in a new and exciting way.
Lisa Apolinski is an international speaker, digital strategist, author and founder of 3 Dog Write. She works with companies to develop and share their message using digital assets. Her latest book, Grow Your Market Share In A Zombie Apocalypse, provides expert insight and tips for businesses wishing to survive unimaginable economic conditions. For information on her agency’s digital services visit www.3DogWrite.com
Now, they’re pictures of those landmarks with the picture taker’s face front and center. A caption that used to say, “Look at this magnificent canyon” is now “Look at me, at this magnificent canyon, half-obscured by my face.”
We humans love a great many things, but we love ourselves most of all.
If that’s the case, then why aren’t we making more use of our festival attendees in our marketing and advertising? People love our events. They look forward to them, put reminders in their calendars, buy tickets ahead of time. When they’re with us, they post photos and videos of themselves having a great time.
There are lots of ways, large and small, to have your patrons help you do the hard work of convincing others to come. You can go big and make them the theme of all of your marketing and advertising for the year. You can go smaller and make them a secondary theme or an element of the main theme. Or you can build small elements or a single short-run sub-campaign around them. How?
You can think ahead and ask people at your festival why they love it so you can use it in the future. For our 2022 campaign, we started at the 2021 event, videotaping lots of people in order to get some great reactions and comments. (You can see one of the TV spots HERE and its use in social media HERE)
You don’t need to work a year ahead, though, and it doesn’t take a big budget to make it work. That’s because the opinions and images of your happiest customers are all around you – you just have to round them up.
Social Media: You’re likely already monitoring what people say and show about you on your social channels. Ask for permission to use the best stuff.
Contests: We’ve had great success with contests on our social channels in which we ask people to post a favorite photo or write or videotape a great memory. You could create a
f social media has taught us nothing else, it’s this: People love to see themselves. Before the cellphone, the pictures of your trip to the Grand Canyon or the Leaning Tower of Pisa would consist of pictures of the Grand Canyon or the Leaning Tower of Pisa.contest at your event, like a one-day photo competition, to get submissions of great photos that you can then use. People love to enter contests and win something.
Surveys: Most of you do some kind of survey of your patrons after the event is over. Make sure there are a couple of open-ended questions there that can yield some good material.
Review Sites: You are almost certain to find some great reviews of your event at places such as TripAdvisor and Google. They make nice blockquote graphics for your social media or quotes to lay over photos or video for social media.
Your Own Archives: If you’re keeping a photo and video archive, use those archived elements to draw out more comments and stories, to keep the drumbeat going all year. Do a Flashback Friday or repost an older post to Remember When in order to draw out usable comments.
One of the benefits of using real people in your social media marketing is that those people will be thrilled to be seen and are likely to share your posts on their own pages.
Note that you should get permission from people you intend to use. If you’re videotaping them, disclose it ahead of time. You can also post signs at entrances or disclose on online tickets noting that taping for marketing purposes is happening. Ask permission to reuse anything posted to a person’s social account. Disclose in a contest that entries may be used for marketing purposes. People like to see themselves and like to know that your event is for someone like them. You can go big or go small with the plan to feature your customers in your marketing, but you can’t go wrong.
Dave Bullard is the Public Relations and Marketing Manager for The Great New York State Fair in Syracuse, the nation’s first and oldest state fair, dating to 1841. He has spent his entire life in and around media, spending many years in print, radio, TV and online media in addition to running a solo PR, marketing and video production business and founding one of the nation’s first online-only local news publications in 1999.
As a professional in the Festivals & Events Industry, you know the difference between Good and Great. You’ve dedicated yourself to the “whatever it takes” approach that has become your hallmark. You understand the importance and value of continuing to hone your skills, growing your knowledge base, expanding your professional network, and surrounding yourself with others who have reached the top levels of their careers as well.
CFEE (Certified Festival & Event Executive), the IFEA’s professional certification program, provides the essential difference between good and great among professionals in our industry. It signifies the highest level of achievement. Attainment of your CFEE certification provides recognition of your commitment to excellence, experience, and to your career, placing you in an elite group of the top festival and event professionals in your field. It’s a statement of quality that you bring to the table.
For more information about the IFEA’s professional certification program and our CFEE FastTrack® Program, contact Cindy Lerick at cindy@ifea.com or call +1-314-614-7152.
BE
BUSINESS: PAGE
It seems like the question on most business owners’ minds at the moment is, “are we headed for a recession?” Regardless of the answer to that question, one true thing is that even in times of recession, there are businesses that continue to grow and ones that barely survive.
Unfortunately, during tough times one of the first thing that many businesses start to cut is their investment into the customer and employee experience. This is something that you should do as a last resort and it starts by understanding why.
Research conducted over the last 2 years by multiple organizations shows that 30% of customers will leave an organization after just one bad experience. Who is delivering the bad experience, your Team Members of course.
Let’s be clear, not every bad experience delivered by your Team is the fault of the employee, in most cases it is the fault of the systems, processes and/or the training they are provided.
So, let’s assume that you can’t afford, or don’t want to lose 30% of your customers, then turn your mind to how many customers you want to attract to your business. Consistently research shows that over 50% of customers will try another organization if they trust that their experience is going to be better than the one provided by their current supplier.
Either way you look at it, there is a compelling reason to continue to focus on, and where possible, enhance the customer and employee experience.
The good news is that once you’ve made the decision to continue to focus on the customer and employee experience, there are just four areas that require your continued focus.
The most personal word to each of us is our name; using it is the fastest way to get someone’s attention, yet business systems are built around numbers.
Further injecting the person’s name into the conversation, whether it be face-to-face, over the phone, or via a digital medium, is the first and easiest step
in making the experience personal.
Beyond the use of the individual’s name, you don’t need to spend millions on systems that allow for hyper-personalization but you do need to ensure that the communications you have with customers are relevant to them. At the very least, start with grouping your customer communications based on products enquired or purchased.
Think about your own shopping experience; you click the payment button and then what happens. How do you feel when there are regular updates on the progress of your order versus few or no updates?
The simple rule here is to communicate often and, in every message, make it clear when the customer can expect the next communication from you. For example: thank you for your order, it is being processed and you can expect to hear from us within 72 hours with the shipping details, and so on.
However, it is not only your customers that need to be kept informed. First your Team Members need to have timely communication so that they can provide customers with the right information the first time.
This is incredibly important when it comes to marketing and other public messages. Your Team Members would never be learning from a customer about the latest offer or problem before they have heard it internally. But it goes beyond just telling them about the offer/situation. You also should take the opportunity to reinforce how to deliver on the marketing message or how to manage enquiries about the issue.
To create a relationship that generates repeat and referral business, you need to be finding ways to continually add value. The easiest way to do this is to provide free, relevant, resources that help the customer get the full benefit of the purchase.
An easy example in this space is to think of a customer taking delivery of a new car. The delivery day is full of excitement
and a desire to get behind the wheel and experience the car. The customer probably is distracted and not listening to the instructions on how everything works. The leading Dealerships and Brands will communicate with the customer post purchase to ensure that they are reminded about all the awesome features of the car so that they can maximize their enjoyment. It also creates a genuine reason for the brand to reconnect with their customer.
Think about your own business, what could you be communicating post purchase that will provide a genuine benefit to the customer and a reason for the brand to further build a relationship?
4 - Enable the Employee
Employees turn up every day wanting to do great work and to do so they need their managers and leaders to enable their success.
As a manager or leader in an organization, enable the success of your employees by:
1. Defining what great looks like
2. Remove or minimize friction for the employee delivering on great
3. Celebrate publicly great work and coach privately when something doesn’t go to plan.
As the economy goes through its cycles, the above four principles will ensure that you continue to be a business that people want to spend their money with and tell their friends about while also attracting employees that want to be part of delivering a great experience.
Jason S Bradshaw started his first business at the age of 14, differentiating himself by the service he provided. For the last 3 decades, he has worked with some of the world’s most recognizable brands, improving the experience to transform the business. Jason is a best-selling author and is considered a global guru on customer experience and a leading authority on experience management. www.jasonsbradshaw.com
I did something dumb the other day. After the inside of our fireplace was re-mortared so we wouldn’t burn down our new house in Connecticut, I decided to paint it so the fresh mortar wouldn’t show. The dumb part of my plan was rejecting my wife’s sensible suggestion to cover the granite hearth I sat on while I worked. I did have my reasons.
Back in high school, I painted houses with friends in the Summer, and I’ve painted lots of places since then. Evidently, experience taught me the wrong lesson.
Rather than acknowledging that paint is inherently messy, I figured that I knew what I was doing. After all, I was painting the inside of our fireplace, so I didn’t see how any drips could get on the hearth on the outside.
I did not consider my feet, which got drips and splatters on them, which then streaked paint along the hearth. Granite is porous. My very patient wife was disappointed.
Lucky for me, the day was saved by the arrival of another tradesman to fix something else. Sally asked if he had anything to fix the damage I had just caused. A few swipes of acetone later, you couldn’t see anything, and I was on my way out of the doghouse.
“To err is human,” as the saying goes. I think I’m pretty smart, I deal with risk for a living, and I have worked around paint a long time. Yet, look what I did even after my wife asked me to be careful in our new house.
Once I made amends, I had two options: I could forget all about this, chalking it up to ‘no harm, no foul.’ Or I could write about my experience since the lesson is no less valuable for having avoided a bad result. After all, it was still a dumb thing to do.
By now, you should recognize the concept of “near-miss reporting.” The more I thought about my paint episode, the more
I wondered why we don’t publicly proclaim our near misses. After all, they are the most pain-free lessons we can learn. If you can laugh at yourself, you can discuss your near misses, which hopefully will help someone else avoid doing the same thing themselves.
To my understanding, near-miss reporting is relatively uncommon in the United States because of fear of litigation. I recently came across an event producer whose policy was to retain no records of incidents that were unaccompanied by a medical treatment report. That’s a lot of missed learning opportunities.
Because of our inherent fallibility as humans, as well as the many amazing things we do as event professionals, I am less distressed when something new doesn’t quite work than when we repeatedly do something dumb because it hasn’t resulted in disaster – yet.
There is a name for this. The overconfidence that we will keep avoiding the foreseeable consequences of flawed work is called the “normalization of deviance.” The term was coined by sociologist Diane Vaughan in her book, The Challenger Launch Decision. The gist is that even NASA, which has countless redundant safety measures because the risk of any failure is so high, became institutionally desensitized to an overstressed O-ring because nothing bad ever happened. Until it did.
Lots of smart, conscientious people were aware of the O-ring situation and knew it was wrong. But the absence of negative outcomes caused them to accept it as good enough.
Our work as event professionals is not as obviously life-threatening as launching a rocket into space. But event sites are full of dangers when people are uninformed, inattentive, fatigued, or suffering from lots of other human frailties. This is why it is so important not to cut corners on safety – my cases are full of people who were convinced that their risky behavior was harmless until the moment someone or something got broken.
The Event Safety Alliance is big on checklists and trigger charts and written guidance because we all need the reminders. ESA is also glad to continue our educational mission so we can support each other to make better choices, avoid normalizing deviance, and make new mistakes rather than repeating old ones.
Earlier this month, about 200 people gathered in person and remotely for ESA’s weather event, rebranded as the Weather Planning for Mass Gatherings Workshop. As before, we did not teach anyone to be their own meteorologist. Instead, we taught about resisting the siren song of weather apps when people’s lives are in your care, and how to build a weather action plan based on modern meteorological science.
We were addressing our own normalization of deviance problem. Weather apps are good enough if you’re deciding whether to carry an umbrella. They are neither accurate nor current enough when you need every second to move an exposed crowd to shelter. (Lawyer’s summary of the problem: time and tilt. If you want details, talk to a meteorologist. We know some good ones.)
I have ranted in other contexts about the flawed logic of
“situational awareness.” (People focused on their work rarely see something or say something beyond their immediate attention.) This is a different intellectual challenge. It’s hard to convince people unsafe practices really are dangerous when disaster is usually avoided anyway.
I’m okay with the paradox. Even if we need to reinforce our convictions by talking with smart friends periodically, that’s preferable to a clearer causal connection yielding more disasters, don’t you think?
If you’d like to hear more about why there is such a disconnect between mistakes and calamities, check out the Event Safety Podcast later this week. My co-host Danielle Hernandez and I will discuss the protective powers of cheese, among other things. And from now on, let’s all use a drop cloth when we paint.
Steven A. Adelman is the head of Adelman Law Group, PLLC in Scottsdale, Arizona and Vice President of an international trade association, the Event Safety Alliance. His law practice focuses on risk management and litigation regarding safety and security at live events throughout North America, and he serves as an expert witness in crowd-related lawsuits. Steve Adelman is widely recognized as an authority on live event safety and security. He writes the monthly “Adelman on Venues” newsletter, he teaches “Risk Management in Venues” at Arizona State University’s Sandra Day O’Connor College of Law, and he frequently appears in national and local media for analysis of safety and security incidents at public accommodations. Steve Adelman graduated from Boston College Law School in 1994. He can be reached at sadelman@adelmanlawgroup.com.
Board of Directors, will review all nominations and select one or more individuals to be honored in to the IFEA Hall of Fame.
HONORING THE INDUCTEE:
It’s time to present the IFEA’s most prestigious honor. It’s time to induct someone into the IFEA Hall of Fame for 2023. Who will it be? Will it be your own Executive Director? Will it be one of your mentors? Will it be a colleague you’ve met at an IFEA Annual Convention? Will it be . . . you? Who that person will be is up to you. Now is the time to submit a nomination for that leader and recognize them for their outstanding achievements and contributions to the festivals and events industry.
ABOUT THE AWARD:
Known as the associations most prestigious honor, the IFEA Hall of Fame recognizes those outstanding individuals who, through their exceptional work and achievements, have made a significant contribution to the Festivals and Events Industry and a profound difference in the communities they serve, both locally and internationally. The International Festivals & Events Association is now accepting nominations from its members for those individuals who meet this to be inducted into the IFEA Hall of Fame.
NOMINATION CRITERIA:
Nominations must represent a current or past IFEA member who has made substantial achievements and/ or contributions to the festivals and events industry. Nominees can be retired and represent any facet of our industry (i.e. vendor, supporter, senior professional, etc.).
(Current IFEA World Board of Directors, IFEA Foundation Board of Directors and IFEA Staff Members are not eligible to be nominated*).
*Exceptions may be made at the discretion of the IFEA Hall of Fame Committee.
Once nominations have been received, the IFEA Hall of Fame Committee, comprised of members of the IFEA World
The Honoree (s) will be the guest (s) of the IFEA to the next Annual IFEA Convention & Expo*, where they will be inducted at the IFEA Awards Luncheon, in their honor.
*Includes 2 nights hotel, airfare and Convention registration.
PAST NOMINATIONS:
To view a complete list of past inductees and their stories, go to the Awards Section at www.ifea.com
NOMINATION DEADLINE:
Nominations should be submitted no later than 5:00 PM (MDT) Wednesday, May 10, 2023
ENTRY FORMAT:
Please EMAIL your nomination in a Word document.
SUBMIT ENTRIES TO:
Nia Hovde, CFEE, Vice President/Director of Marketing & Communications at nia@ifea.com
QUESTIONS:
Please contact: Nia Hovde, CFEE –nia@ifea.com
THE NOMINATION PROCESS
Please submit the following information for your nomination:
1. Name • Organization • Address • City • State Zip • Phone • Fax • Email
2. If your nominee is selected, will you be willing to help ensure that they attend the luncheon?
3. If your nominee is selected, will you be willing to assist the IFEA and the inductee in gathering materials to prepare their induction video?
B. NOMINEE INFORMATION
Name • Position • Address • City • State • Zip Phone • Fax • Email
Please submit a general overview of your nominee’s career, including IFEA involvement; organizations they have worked for, positions held, awards, etc., highlighting how your nominee has had an international impact and made a difference in the festival and events industry.
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By Katie Evridge
Before we can ever understand such concepts as sponsorship, risk management, marketing, and other topics that IFEA highlights through their webinars, Event Management School, and core classes, we must understand the basics of event planning. Based on my experience working in events at two universities (in two different cities) and one community college, too many professionals I have run into don’t have a foundation of the basics let alone the mindset to explore more complicated ideas. Many of the “planners” are either professors or office staff that are assigned to plan a meeting or event as part of their job description that says “other duties as assigned” which means too often they have little to no experience in the event world. For those that do have some experience, they can get caught up in all the fun parts of events: entertainment, speakers, food, and swag that the foundation is completely forgotten. As an Event Coordinator, I advise that we need people to get back to basics.
1. You need to know what type of event you are planning with an estimated number of people before you can determine the type of location. If your attendance jumps from 40 people to 400 people, or your event changes from a lecture with no food to a reception, that is going to make a difference in your options for a location.
• Real World Example: Within a span of 24 hours, a group moved their event from outside to inside, then to back to outside again. They were doing an art project and based off the chemicals used, needed circulation. Their original location was outside, but with the high probability of rain they thought that they could move the project into their office. However, when they checked with the company providing the materials, that is when they learned about the circulation, they ended up moving it outside again.
2. You need to know your audience.
• Real World Example: I had a group that was planning a meal right before Thanksgiving for students. During the summer when they reached out, they estimated that they would have two hundred guests. However, a few days before the event, I checked with
catering, and they had only ordered food for forty. I checked with the student organizer to verify what the setup needed to be, and she said that whatever was easier for our setup staff. Well obviously, setting up for forty is easier than setting up for two hundred. However, my supervisor was so frustrated with the department at that time that she had the setup crew set up for two hundred. In the end only about fifteen showed up.
Your event planners or coordinators should have a basic understanding of terminology and policies. For example:
1. Lecture means no chairs and workshop means tables and chairs (If I got a $ for every time I have had to describe the difference, I would be rich.) In the beginning of my career, I would have groups show up and complain about their setup because they didn’t know the difference between the two, which was when I learned to ask the question as to if tables were needed as well.
2. Even meetings require information
• Unless you are having a meeting in a conference room where you require no AV and only need the door unlocked and the lights turned on during normal business hours (which in my experience is rare) even meetings require some sort of setup. If you need to use the AV in the room and are not familiar with the equipment, then you need to make prior arrangements with the AV team to make sure a staff member is available to have the equipment working before the start of your meeting.
3. A plated meal means that typically you have servers who bring you the food and therefore there is no need for extra tables for food. A buffet is where you have extra tables in the room for people to serve themselves.
• Real World Example: I had a client that I was working with on her setup as it needed changing, and I had asked if she was still planning to have the food served or if she would now need banquet tables as she noted on the original event request that the event would be served. Her response was ‘what does that mean?’
There is a difference between the start and end time of your event and the setup and teardown time of the event. Operations need to know what time you want the venue set up by and how much time it will take for you to clean your stuff out of there so operations can start cleaning and tearing down the space. In some cases, if you don’t show up or show up late for your setup time, operations may think that you are a no-show, and they will start flipping the room for the next event.
If you are going to show a film in a public setting you must have a license for the movie (even when streaming) – despite hearing from a professional that this rule does not apply to streaming services (obviously this person has not checked copyright laws).
Make sure you know the operation hours.
• Real World Example: The coordinator for commencement needed some items picked up from the warehouse on campus and loaded into a truck and brought down to the convention center for commencement. The arrangements coordinator told the people that were loading the truck to start loading 30 minutes before the warehouse opened, and no prior arrangements had been made to get into the warehouse early.
While the event staff is there to help and can accommodate some last-minute changes, deadlines are there for a reason. Be it catering, the type of setup, technology needs, access to the location (especially outside normal operation hours), need for storage, etc. these changes all affect the staffing of your event especially in university settings where many of your workers are part-time employees or students who are limited in how many hours they are allowed to work.
• Real World Example: I had a client that was renting tables and chairs for a career fair instead of using the venue’s tables and chairs. The event was on a Friday evening, and she asked if the vendor could come pick up the tables and chairs
Saturday morning. While officially we were closed on the weekends, due to an event going on outside our building, we did have some staff on site for limited hours on Saturday, so I told the client that was fine if the items were picked up during those Saturday hours. Then one to two days before the event, she informs me the vendor is now picking the items up on Friday evening but could never give me a specific time. The evening of the event I ended up staying as it was not fair for my student to have to stay longer than necessary as that had not been part of the original arrangements leading up to the scheduling of the students. Also, the client had told the vendor to come an hour after the event was over instead of the end time of the event. When the vendor showed up, all the tables and chairs were stacked, and the vendor commented had they known that everything would be ready for them they would have come earlier.
If changes are involved, you may need to contact multiple departments. Thankfully at one university, my department shared offices with our catering department, and between myself and catering we got in a good rhythm of checking in with each other. If you have changed your catering numbers, moved location, or cancelled the event completely and only told catering that does not mean that operations are aware and vice versus as they tend to be separate departments. Similarly, for those events where multiple people are involved and potentially could be making changes, share that with your operation people. I don’t know how many times I had someone reach out to me about making some changes with an event, and they were not my original point of contact, and after some back and forth finally determined that we were talking about an event that was already booked and not a brand-new event.
What is the deal with colleges either (a) having no deadlines regarding attendance for their events, or (b) on the rare occasion when they do, especially when it comes to events with food, the deadline is three-four days before the event?
When dealing with events (especially those inside) your space does have a max capacity. It is always easier to cut down than try to add seats. While if you book an event a year from now, I don’t expect you to know the exact attendance, but once we start to get a few months and especially a few weeks from the event at some point I need to know your final number. Many event planners are known to criticize campus’ catering companies. However, I will defend them as I have witnessed the crazy last-minute requests that they deal with.
For those annual events, don’t assume that the staff will be the same. Saying just do it like we did last year doesn’t help when new staff are involved. Gone are the days when many people stayed in a position or with a company until they retired. Companies are not known for sharing records of individual employees’ responsibilities.
Due to COVID-19 many organizations and venues did invest in upgrading their technology to accommodate virtual or hybrid events. However, don’t assume this to be true. At one university I worked at they had not done so, so our virtual options were limited if you only needed to see the speaker but did not need the speaker to see the audience. For those places where technology has been updated it may not be a simple switch of a button to make your technology work, but bringing in additional equipment, more staff, and depending on the space changing your setup.
Don’t assume that your venue has storage. Colleges rarely have enough storage to hold their items let alone decorations, swag, name tags, etc. You may have to just deal with coming in early or staying late. Welcome to events, it’s not a 9 to 5 job.
Once you have scheduled your event, hopefully part of the reason that you have chosen your venue is not only will it work for the type of event you have and works with your budget, but you will trust the staff. Therefore, if that is true, listen to them!
• Real World Examples:
o If they say you do not need (3) days to set up a ballroom for twenty people (even if it is high profile group) listen to them!
o If they say along with other vendors that external lighting and sound can be set up the morning of an evening event and then torn down in the same day, listen to them!
o If they say your setup or tech cannot be done in your given space, and they have given you alternative options, listen to them!
o If you are annoyed by the constant phone calls or emails from operation staff asking you for information such as your run of show and payment, then simply give them the information they need at the time they need it, and they will stop bothering you.
It’s easy to get bogged down with all the pomp and circumstances that events entail, as that can be the fun part. However, where events have the tendency to go wrong is in forgetting or not understanding the basics. With more and more events available for attendees to choose where they invest their money and time, you would hate to lose a potential guest or client because you could not get the basics right.
Katie Evridge works as the Education Events Specialist for American Retirement Association. Her past experience includes Event Coordinator at the University of District of Columbia, Administrative Specialist at the University of Tennessee at Knoxville, and Event Technician at Pellissippi State Community College. In addition to working on her CFEE, she is interested in learning to make events more sustainable and is planning to earn her Sustainable Event Professional Certificate.
When dealing with events (especially those inside) your space does have a max capacity. It is always easier to cut down than try to add seats.
Through the generosity of our partners below, we are able to strengthen our support of the festivals and events industry and continue to provide high quality, educational programs, products and services to our members.
Help us thank them for their support, by first turning to those on this list for the opportunity to earn your business, whenever the need arises.
So often, as we get caught up in daily checklists and deadlines, we forget that our team members desire to be driven, cultivated, and invested in, in order to achieve a greater purpose. Not everybody knows what they’re capable of, or how they’d like to develop over time, but as managers and leaders, we can help them figure it out. Instead of accepting employees or team members at face value, it’s important we take time to consider their abilities, goals, and potential.
Developing your own vision and purpose for someone else can feel unnatural. It’s also difficult to understand someone holistically and put yourself in their shoes to discover what aligns with their own sense of fulfillment. And of course, it’s impossible to know everything about someone, so there’s plenty of guessing that goes into this process.
Thus, engaging them in the creation of the vision can be an exercise in boosting morale and continuing to develop your team relationship. A strategy I have team members experience in a training is to talk about what they identify as their strengths, NOT JUST the strengths they need to complete their job. Oftentimes jobs duties dictate what our strengths have to be, but really team members have much more to offer than what is required of the job.
In addition to having your team members identify their strengths, you too can begin creating a vision for others by asking yourself what skills you know they already possess, what interests they’ve acknowledged they’d like to pursue, what they feel good at (and bad at) when it comes to their work duties, and any other qualities that come to mind when reflecting on this person. It’s important for others to hear your perception of them to assist in building confidence and providing affirmation for their work, all to assist in co-creating their vision.
When it comes time to sit down with your teammates and design their vision with them, it’s important to structure your conversation in a way that feels empowering and encouraging for them (as opposed to daunting or pressured). You might want to write down notes or thoughts that they can keep with them to reflect on, but it’s important to let them know what you see in them, what you see for them, and how you plan to help them get there.
Beyond this conversation, you can reinforce these beliefs by addressing potential and purpose with your team as a group, highlighting each person’s strengths and potential.
Investing in cultivating your team’s purpose takes effort, but it also pays off. You can continue cultivating your vision and purpose for others by ensuring that you’re checking in with them regularly to see how they feel about the goals you’ve set together or ambitions you’ve identified with them. You can continue to look for opportunities that allow them to practice the skills they’d like to develop and work through the challenges that you’ve identified as a good fit for them. In turn, your employees will feel invested in and cared for while contributing to the bigger picture.
Annie Frisoli is Founder & CEO of Creating Community, LLC. She hosts leadership workshops for individuals and organizations, staff retreats to build cohesive teams, and strategic planning sessions for teams and board members. She is a popular speaker and adds energy to any space she arrives. Annie (CFEE), is also a faculty member at the IFEA/NRPA Event Management School and serves on the IFEA Foundation Board. For more information: www.anniefrisoli.com
Featuring participant discussion between some of the top professionals in our industry today, IFEA’s Virtual Affinity Groups provide an online platform on ZOOM* to keep the connections, brainstorming and networking going. Join us to participate-in these valuable discussion groups and network with your peers. Be sure to come with questions and professional experiences to these valuable open-topic dialogue sessions taking place bimonthly as we’ll be discussing current trends, issues, challenges and opportunities.
IFEA SPONSORSHIP VIRTUAL AFFINITY GROUP
Moderated by: Patrick Merna Vice President of Strategic Partnerships 500 Festival, Indianapolis, IN
Moderated by: Josh Reichart Senior Manager, Partner Activation 500 Festival, Indianapolis, IN
IFEA CITIES, CVB’S & TOURISM VIRTUAL AFFINITY GROUP
Moderated by: Mandy Watson
Special Events Manager
Dept of Parks, Recreation & Tourism City of Greenville
Moderated by: Wes Rhea, CDME Chief Executive Officer Visit Stockton
IFEA VOLUNTEER PROGRAMS VIRTUAL AFFINITY GROUP
Moderated by: Alex McNulty Manager, Member Services
Pasadena Tournament of Roses
Moderated by: Erin Jackson
Marketing & Events Specialist
Gravina, Smith, Matte and Arnold Marketing & PR Firm
IFEA OPERATIONS VIRTUAL AFFINITY GROUP
Moderated by: Becky Genoways, CFEE
President
Genoways Event Management
Moderated by: Ira Rosen, CFEE
IFEA Foundation Board Member
Associate Professor / Director of the Event Leadership Executive Certificate Program
Temple University
IFEA ART EVENTS VIRTUAL AFFINITY GROUP
Moderated by: Stephen King, CFEE
IFEA World Board Member
Executive Director
Des Moines Arts Festival
IFEA MARKETING & PR VIRTUAL AFFINITY GROUPS
Moderated by: Dave Bullard
IFEA Foundation Board Member
Public Relations and Marketing Manager
The Great New York State Fair
IFEA PARADES VIRTUAL AFFINITY GROUP
Moderated by: Ed Bautista, CFEE
Chief Creative and Strategic Officer
Bautista Event Specialists Team
IFEA DIVERSITY, EQUITY & INCLUSION (DEI)
VIRTUAL AFFINITY GROUP
Moderated by: Steve Schmader, CFEE
President / CEO
International Festivals & Events Association
IFEA CEO VIRTUAL AFFINITY GROUP
Moderated by: Jazelle Jones
IFEA World Board Member
Deputy Managing Director / Director of Operation
City of Philadelphia Office of Special Events
IFEA’s Virtual Affinity Groups are available to current IFEA Members as one of the many valuable benefits for being a member of the IFEA. If you’re interested in networking and brainstorming with your peers in the virtual networking Affinity Groups, we encourage you to join the IFEA to participate, in addition to receiving many more great benefits.
www.ifea.com/p/resources/ifea-affinity-groups
There’s never a perfect time to pause your day-to-day work and focus on the internal team, but when you do make the effort, the dividends are immediate. Setting aside an hour, a half-day, a two-day retreat or anything you can manage as a team will provide the opportunity to gather together, grow as a team and refill your collective energy tank in order to bust out of service fatigue and return to delivering excellent customer service in every interaction.
Your first step to regaining the capacity to do your work at your fullest potential is to heighten self-awareness and lean into the responsibility that you must refill your tank. Just like a video game avatar who seizes every opportunity to grab more energy for their harrowing journey ahead, you also need to seek out and embrace the chance to replenish yourselves wherever you find it.
The good news is there are easy, actionable ways to find and create more energy for yourself and your whole team. It starts with committing to a “Gather and Grow” mentality that brings a team together (virtually or in person) and facilitates the kind of growth that fills your team’s energy tank and returns your business to a thriving state in the marketplace.
This four-step G.R.O.W. process will show you exactly how.
Gaming at work might not be an intuitive way to encourage your team to spend their time. But gaming on the job is an easy way to bring hearts and minds together in pursuit of your common professional goals. Friendly sales competitions, staff meetings with moments of levity, and experiential outings with your team are all impactful ways to bust out of service fatigue.
To take your workplace gaming to the next level, consider uniting over a cooperative strategy that can break the boredom
or monotony of a day. You can boost teamwork qualities through games that bring a team around a collective purpose and goal. These types of efforts are shown to reduce stress and help participants cope with work-related fatigue.
It seems every business needed to adjust rules, policies, and offerings over the last two years to accommodate the global crisis. Process procedures changed for everything from hotel housekeeping to checking out books from your local library! Frequent change without strong internal communication leads to trouble. Making time to “accuracy audit” will help your team find their footing again when it comes to customer instruction.
Conducting an accuracy audit is easier than it sounds, and it’s the perfect agenda for the next time the team gathers together. Does your website match the current offerings? Do all members of the team know the current rules, even if they only work a few hours a week? Is everyone clear on the current processes of your organization internally and externally? Francis Ford Coppola, the famous film director, was once asked what his secret to success is. He answered, “The first thing I do is make sure that everyone on set is making the same movie.” You are the director of your workplace set. Get all the characters on the same page.
The dedication to sincerely working toward a better tomorrow is imperative for personal and professional growth. That’s not to say that finding the silver lining in every situation is easy. Far from it. However, when a crowd gathers, its members can feed off each other’s attitudes, mindsets, and perceptions, the good and bad vibes quickly dominoing from one person to the next. For example, observe any boat-rocker on staff who
starts a rumor laced with a little over-thetop emotion and see how fast the fire spreads ill-will among the team. Disaster!
However, only you can prevent forest fires! Take the time to gather regularly (even if in a virtual format) and stay in positive communication to decrease the chance of an unnecessary negative spark. Strive to provide frequent updates, truthful status reports, and lead by example with your own optimistic attitude.
The odds are good that when your team gathers the next time, there will be new faces on board. Don’t underestimate the power of a warm welcome. No one likes the feeling of being the “new kid in school” and your compassion and kindness (regardless of your position at the company) can go a long way to get new staff off to a great start with the team. Remember to share those unwritten rules everyone else knows about (like, “Use any coffee mug except the purple one with the smiley face. That’s Sandy’s and you all know not to touch it.”) Consider assigning a first-week buddy to each new team member to help shave the learning curve and make them feel more at home.
Making the time to G.R.O.W. (group gaming, rules review, optimistic outlooks, and warm welcomes) will reboot the energy tank of your organization and make sure everyone is busting out of Service Fatigue with full power and a positive outlook.
A Hall of Fame keynote speaker and author, Laurie Guest, CSP, CPAE, is an authority on customer service excellence. Laurie blends real-life examples and proven action steps for improvement. She is the author of two books and is writing a third on the topic of service fatigue. To learn more or connect with Laurie, visit www. LaurieGuest.com
Yes, you really do have a secret super power, although it might be better described as a hidden super power since you’re probably not aware of it, which means you’re not using it. Will this super power get you in the next Marvel Avengers movie? Probably not, but it might help you write it.
This super power is amazing because it will enable and empower you to do many things. However, like most “real world” abilities you will have to work at developing it. But, I’ve got to warn you, there are people out there who do not want you to discover this power. In fact, there are quite a few of them. Some of them are your friends and family, your neighbors, your colleagues, your co-workers, maybe even your boss. And, don’t get me started on Uncle Sam.
Why do so many people not want you to discover your power? That’s because if you use it, you might rock the boat. And, what happens when you rock a boat? Yes, people fall out. Then what happens? Now you don’t have to worry about anyone drowning, we’re just speaking figuratively here. But, they will be left behind, and people don’t like to be left behind; it makes them angry and afraid. And, some of them will be eaten by sharks... figuratively speaking that is.
If you develop this power extremely well, some psychologists will say that you have a mental illness, but don’t listen to them. Don’t listen to any of the naysayers because they are just envious. They will envy you because you will recognize opportunities that they will miss. You will handle change like a boss, while they cower in fear. Heck, you’ll even have a better sex life, plus you won’t have to worry about going senile as you get older. No wonder they’re envious.
What is this secret super power? It’s creativity. It is a power you were taught to suppress when you were a child. Because of this many people believe creativity is a gift only some people are born with, but it is actually a skill that can be redeveloped at any age.
You see, instead of being allowed to freely use your imagination, you were trained to conform. You were taught that curiosity is dangerous; that questioning authority and challenging the status quo is antisocial; that listening to different viewpoints is heresy; and that experiencing new things is a waste of time. But if you want to have an innovative mind, you must do all of these.
Innovation is not just for big corporations, it’s for everyone because when you embrace the innovator’s lifestyle and open your mind to more creative-thinking wonderful things will happen for you. There is nothing more satisfying than being enmeshed in the creative process. When you create something, you develop self-confidence. The more time you spend in creative activity, the more you will believe in yourself. The more successful you are, the more persistent you become; the more willing you are to take risks; and the more comfortable you become with change.
To develop this skill, this super power, you must learn to get a different perspective, to see things in different ways, so that you
can think different thoughts, and come up with new ideas. An idea is simply combining two or more existing concepts/ideas into something new. Your challenge will be to look for connections or patterns where no one has seen one before. If you want to invent a better mousetrap, then start with a goal and work backwards from there to how you might make it happen.
Creativity is a critical skill in today’s constantly changing world. Intel chairman, Andrew Grove described it succinctly and accurately when he said, “Adapt or die.” Change is all about Creative Destruction, which is a term, coined in 1943, by economist Joseph Schumpter to describe what happens when a new technology makes an old technology obsolete. Creative destruction is like a steamroller without a driver heading right toward your business and there is nothing you can do to stop it. You can only prepare. It’s happening faster than ever before and will only speed up. And, if you aren’t changing with the changes going on around you, you’ll get left behind... and probably eaten by sharks... figuratively speaking.
You can start developing your super power today by exposing yourself to new things, new experiences, and different viewpoints. When you have new experiences, you lay down new neural pathways in your brain. You open up new electrical connections between your brain cells. In other words, you have expanded your thinking ability and your store of knowledge - which gives you more stuff with which to create.
The more of these electrical connections you create, the less likely you’ll suffer senility as you age. Plus, when you experience new things you stimulate the dopamine receptors in your brain which makes you feel good. When you experience new things with your significant other, you’ll rekindle the romantic feelings you had when your love was new, and you know where that leads.
So... take a class on a subject that makes you curious. Read a magazine or a blog on a topic you know nothing about. Listen to a music genre you’ve never attended before. Eat an ethnic food that you’ve never tasted. Imagine a new use for an old product, then do it again, and again. Write with your non-dominant hand. Sleep on the wrong side of the bed. Talk like a pirate. Most of all, have fun!
Robert Evans Wilson, Jr. is an innovation/change speaker, author, and consultant.He works with companies that want to be more competitive through innovation and with people who want to think more creatively. Rob is the author of ...and Never Coming Back, a psychological mystery-novel about a motion picture director; The Annoying Ghost Kid, a humorous children’s book about dealing with a bully; and the inspirational book: Wisdom in the Weirdest Places. For more information on Robert, please visit www.RobWilsonSpeaker.com.
Take a moment to think about all your hard-working volunteers that will be with your event this year, or have been with you for many years. Would your event be possible without their hard work and dedication? They all deserve to be recognized just for the fact that they’re volunteering, but is there anyone who stands out above the rest; goes that extra mile to help you and your event? Someone that makes your life easier, just by volunteering to help your event! You thank your volunteers every day for all their hard work, but wouldn’t it be great if they could be thanked by the entire events industry with the IFEA Volunteer of the Year Award?
After all, for all they do for your event - what’s a few moments of your time to jot down a few nice things about them and submit a nomination.
Do something amazing today and submit a nomination for that hard-working volunteer to the 2023 IFEA Volunteer of the Year Award.
Nominations are currently being accepted for the 2023 IFEA Volunteer of the Year Award.
ABOUT THE AWARD:
Whether an individual acts as a volunteer administrator of an event or contributes his or her time and resources in support of a larger, multi-event organization with a paid staff, the efforts that are put forth by volunteers to our festivals and events deserve our heartiest congratulations and recognition. It is for that reason that the IFEA Volunteer of the Year Award was created.
The IFEA Volunteer of the Year Award recognizes those outstanding event volunteers whose unselfish and dedicated service to a member festival or event has made a significant difference in their community and mirrors the commitment to success in our professional ranks.
To be eligible for consideration for the IFEA Volunteer of the Year Award, the nominee shall:
• Be a current volunteer of an IFEA member organization
• Have provided significant enthusiasm, organizational assistance and specific expertise
• Be a volunteer of the nominating festival or event for at least 3 years
• Have shown initiative and leadership in his or her efforts
• Have a positive attitude
• Have exemplified his or her dependability
• Have a significant depth of involvement
• Have made a difference to the festival or event
• Have received no remuneration for services directly associated with his or her volunteer duties
Once nominations have been received, the IFEA Volunteer of the Year Committee, comprised of members of the IFEA World Board of Directors, will review all nominations and select the Volunteer of the Year winner from all of the candidates submitted.
Volunteer nominations submitted for the 2022 Awards may be carried over into the 2023 competition with the permission of the nominator. The nominator will have the option to re-write the nomination if desired.
The winner of the 2023 IFEA Volunteer of the Year award will be honored at the next Annual IFEA Convention & Expo at the IFEA Awards Luncheon to accept their award. Additionally, the winner will be featured in an issue of “ie” magazine, on the IFEA Website and in email promotions.
*Includes 2 nights hotel, airfare and Convention registration.
PAST WINNERS:
To view a complete list of past winners and their nominations, go to the Awards Section on www.ifea.com
NOMINATION DEADLINE:
Nominations should be submitted no later than 5:00 PM (MDT) Wednesday, May 10, 2023
ENTRY FORMAT:
Please EMAIL your nomination in a Word document.
SUBMIT ENTRIES TO:
Nia Hovde, CFEE, Vice President/Director of Marketing & Communications at nia@ifea.com
QUESTIONS:
Please contact: Nia Hovde, CFEE – nia@ifea.com
Please submit the following information for your nomination: A.
C.
QUESTIONS:
Please provide a response for each of the questions below, indicating which question you are answering. Please include specific examples for each. Points will be awarded for each question. Points awarded are listed below.
1. Explain your volunteer’s significant depth of involvement. (20 points)
2. Show specific examples of your volunteer’s roles and responsibilities. (10 points)
3. Describe how your volunteer has provided significant enthusiasm, organizational assistance and specific expertise. (10 points)
4. Explain how your volunteer has shown initiative and leadership in his or her efforts. (20 points)
5. Tell how your volunteer has exemplified his or her dependability. (10 points)
6. Describe your volunteer’s positive attitude. (10 points)
7. Describe how your volunteer has made a difference to the festival or event. What impact has your volunteer had on your festival/event? What void would there be without him or her as a volunteer? (20 points)
D. ADDITIONAL INFORMATION:
Please also submit the following with your nomination.
1. A high-resolution photograph of the volunteer you are nominating. (300 dpi or higher)
2. A local media list (up to 15 contacts) in order for IFEA to send Press Releases to your media.
• Please submit in Excel format.
• Please include: Name; Organization; City; State; Email
By Lisa Apolinski, CMC
Sharing the what comes into play by sharing stories that highlight these areas and help the audience see themselves in the story. The story paints a picture of what the new possibility for success looks like. By using an organization’s products and services, what can be achieved by the audience? What types of success can the audience achieve with the help of the organization and the service offering?
With so much content being added, many organizations wonder how they can create content that can stand out from this endless digital sea and not only be read, but have strong engagement. The key to rising above this digital noise is to create content that is relatable. Having relatable content equates to having content the readers can see as applying to them, which means they will remember the content, share the content, and act on the content’s message.
Here are key steps in creating content that is relatable and will lead to better digital engagement.
In order to start to relate to the content and brand story, customers and prospects need to hear the brand purpose – the why an organization exists. This goes beyond products and services. This encompasses what an organization is known for. Is the organization hoping to impact a community or underserved group? Is the organization hoping to share knowledge so customers can make the best possible decisions? Is the organization wanting to share tools that allow clients to have less stress and more success? How an organization articulates the why is key.
A good rule is completing this sentence: At XYZ organization, customers will [add action phrase] by using [add tool or knowledge to achieve action phrase]. As an example, if a company is in the service industry, the company could state: at
Bob’s Auto Repair, customers will receive service that fixes the issue right the first time at a fair price by using the extensive knowledge and tools from our well-trained mechanics. This sentence focuses the purpose for the customer journey versus the company’s services.
Step 2: Identify the How:
Staying focused on the customer to keep the communication and content relatable, the next step is to identify how an organization can help customers or prospects go from where they are now to where they want to go. This involves understanding what success would look like for the customer or prospect, and how the solution provided by the organization helps the customer or prospect get to that success point. This is not selling – this is solving. By identifying how the organization can assist in the success of the prospect, the communication and content can share that, thus helping the audience make the connection from roadblock to success.
In the above example, by leveraging the extensive knowledge and strong training of the mechanics, customers are able to learn what is wrong with their vehicle and discuss the best route to getting the car back in working order that is also safe. Customers can then have a conversation with the head mechanic on options and pricing to determine what the best course of action would be, and trust that the work will be done to industry standard at a fair price.
Storytelling puts the focus again on the customer and the end goal of the customer’s journey. The organization is in the background as mentor, providing the guidance, tools and knowledge to help the customer find success. These stories share a testimonial of a prior client’s engagement, which gives the audience a person that is relevant to their situation and has a scenario that is relatable to their current set of circumstances. That new possibility for the audience is shared in a parable and paints a new future where the roadblock is removed and the customer can achieve success. Again, the focus is on the customer and his or her journey, not on the organization and the products and services that they offer.
In all of these steps, the focus is consistently on the customer – why the brand focus is relevant to the customer, how the products and services help the customer achieve the goals s/he has outlined, and what the new future would look like for the customer with assistance from the organization (in the form of knowledge and tools). Creating content that is relevant, in its core, is to make the customer experience the center of that communication. And by focusing on the customer, great digital engagement will be the result.
Lisa Apolinski is an international speaker, digital strategist, author and founder of 3 Dog Write. She works with companies to develop and share their message using digital assets. Her latest book, Grow Your Market Share In A Zombie Apocalypse, provides expert insight and tips for businesses wishing to survive unimaginable economic conditions. For information on her agency’s digital services visit www.3DogWrite.com. siteefy.com/how-much-data-and-content-is-created-every-day
According to Siteefy*, 1.5 quintillion bytes of content are created every day, and that is expected to more than double by 2025. Safe to say, that is a lot of content being added to the internet daily (this article included).
Jenniferg@scottsdalearts.org
Scottsdale, AZ, United States
480-874-4650
CanalConvergence.com
Event Name: Canal Convergence
DATES:
November 4-13, 2022
ATTENDANCE:
Over 100,000
BUDGET:
Between $750,000 - $1 Million
ANNUAL DURATION: 10 days
NUMBER AND TYPES OF EVENTS: Canal Convergence is a free, annual public art event.
NUMBER OF VOLUNTEERS: 20
NUMBER OF STAFF:
1 full time, 25 part time
WHEN ESTABLISHED: 2012
MAJOR REVENUE SOURCES BY PERCENT:
1. City of Scottsdale Funding via the Tourism Development Commission: 75%
2. Corporate and Individual sponsorship: 20%
3. Beverage sales: 3%
4. Workshop and special event ticket sales: 2%
MAJOR EXPENSES BY PERCENT:
1. Event: 80%
2. Office & Administration 10%
3. Publicity & Advertising 10%
TYPE OF GOVERNANCE: 501 (c) 3
BOARD OF DIRECTORS: No
Canal Convergence is an annual, free event that celebrates the vibrant arts and culture community. The roots of Canal Convergence grew out of a conversation between the City of Scottsdale and Salt River Project (SRP), a community-based, not-for-profit water and energy company that manages and maintains the canal systems throughout greater Phoenix. In exchange for SRP waiving a permit fee for events at the Scottsdale Waterfront, the City offered a “canal festival,” where SRP could educate the public about its organization. This led the City to engage Scottsdale Public Art—an independent, nonprofit arts organization that contracts with the City—to create arts-focused events at the Waterfront in 2008, called Night Lights. With this event, the seeds of Canal Convergence were planted. In 2009, the organization commissioned artist D.A. Therrien to create a two-night only performance with the light and text-based artwork “Beautiful Light.”
In 2010, SRP drained the canal at the Waterfront for cleaning and maintenance. Where some might have seen an aesthetic issue, Scottsdale Public Art saw an opportunity. Approximately 800 people showed up on short notice—and with no advertising—to see the installation of a large-scale artwork
by Fausto Fernandez in the canal and performances alongside the canal maintenance. With that success, Canal Convergence | Water + Art + Light officially began in 2012. Over the next several years, Canal Convergence evolved from 2 to 4 days, and in addition to the public art, began to include an array of educational programming, family-oriented activities, guided bike rides, art-making workshops, and more.
In 2018, Canal Convergence received a significant addition to its funding from the City of Scottsdale’s Tourism Development Commission and transitioned from a four-day event to 10 days of more large-scale public art, live performances, food and drinks, and educational programming than ever before.
In 2019, Canal Convergence continued its growth with the expansion of its public art footprint with the Local Light initiative, integration of sustainable waste management practices, and with incorporation of an overarching theme: The Story of Water. Over the next several years Canal Convergence continued in this vein with different featured themes, and in 2022 the event focus turned inward with the featured theme “Celebrating 10 years of Water + Art + Light.”
The IFEA Foundation “Fund for the Future” provides critical funding to ensure that the IFEA has reserves in place to protect against future economic shifts and realities in a constantly changing world! It allows the organization to keep pace with new and changing
technologies necessary to communicate with and serve our global industry and it supports a continued expansion of our services, resources, programming and outreach around the world. In a nutshell… it enables those who power celebration.
DFEST ® – Designs and manufactures creative decor solutions for festivals and events. We specialize in custom flags, banners, directional signage, entryways, street banners, installation and hardware. Contact: Rudy Martinez | San Antonio, TX USA | (800) 356-4085 | rudy@dixieflag.com | www.dixieflag.com
FIRST DATA / CLOVER – Cloud-based point of sale and full business solutions for cash or cashless events. Clover is uniquely designed to be customized to fit your business needs. Clover accepts all payment types - EMV/Chip, Card Swiped, Keyed and Apple Pay/Google Pay. Clover’s product line is available with WIFI, ethernet, or 4G/LTE data connectivity and can be leased, purchased or rented month-to-month. First Data has exclusive pricing for hardware and card processing for the festivals and events industry. Contact: Tina Hollis | Riverview, FL USA | 239-287-8221 | tina.hollis@firstdata.com | www.firstdata.com
HISTORICAL EMPORIUM – Historical Emporium specializes in authentic, durable, high quality historical clothing and accessories. Victorian, Edwardian, Old West and Steampunk for men and women. Since 2003. Contact: Noel Matyas | San Jose, CA USA | (800) 997-4311 | amusement@historicalemporium. com | www.historicalemporium.com
EVENTENY – Eventeny was built to help festival & event organizers manage their vendors, artists, exhibitors, volunteers, and sponsors, all in one platform. You can create team workflows, applications, maps, schedules, surveys and so much more. From small community festivals to managing multi-day sci-fi conventions, to virtual events, we’ve got it all! Contact: Greg Wright | Address: Peachtree Corners, GA 30092-2936 USA | Phone: 314-471-6079 | Email: greg@eventeny.com | Website: www.eventeny.com
POINTSMAP® – PointsMap® has proven to be an effective and useful software for Festivals and Events. Create custom points at their exact location on your PointsMap with photos, descriptions, website links, multi-media, PDF’s and even “inside maps”. Your visitors can “PLAN” before the festival using their desktop computer, and then “NAVIGATE” the festival using their Smartphone. Visit www.PointsMap.com/SLAF and http://www.PointsMap.com/WichitaRiverFest/ to see how PointsMap is being used. It’s easy to use and extremely affordable. Contact: Jerry Waddell | Chattanooga, TN USA | 423-894-2677 | jerryw@videoideas.com | www.pointsmap.com
DYNAMIC DISPLAYS / FABULOUS INFLATABLES – Designs, manufacturers, for rent or purchase – costumes, props, floats, helium balloons, event entry ways and décor. Offers complete and flexible service packages for small towns and large international events. 50+ years of parade/event experience. Contact: Steve Thomson | Dearborn, MI USA | 800-411-6200 | steve@fabulousinflatables.com | www.fabulousinflatables.com
HAAS & WILKERSON INSURANCE – Celebrating over 80 years in the entertainment industry, providing insurance programs designed to meet the specific needs of your event. Clients throughout the US include festivals, parades, carnivals and more. Contact: Andrew Vandepopulier | Fairway, KS USA | 800-821-7703 | andrew.vandepopulier@hwins.com | www.hwins.com
KALIFF INSURANCE – Founded in 1917, Kaliff Insurance provides specialty insurance for festivals, fairs, parades, rodeos, carnivals and more. We insure the serious side of fun! Contact: David Olivares | San Antonio, TX USA | 210-829-7634 | david@kaliff.com | www.kaliff.com
K & K INSURANCE – For 60 years, K & K insurance has been recognized as the leading provider of SPORTS-LEISURE & ENTERTAINMENT insurance products. Contact: Mark Herberger | Fort Wayne, IN USA | 1-866-554-4636 | mark.herberger@kandkinsurance.com | www.kandkinsurance.com
WEVOW – Build a culture that elevates thinking above sexual misconduct. Year-round and seasonal programs available for both staff and volunteers. Contact: Matt Pipkin | Boise, ID 83702 USA | 208-830-3885 | matt@wevow. com | www.wevow.com
SAFFIRE – Saffire empowers clients with beautiful, unique and engaging websites that are easy to manage, with integrated SaffireTix ticketing and unlimited help when you need it. Contact: Cassie Dispenza | Austin TX USA | 512-430-1123 | sales@saffire.com | www.saffire.com
SAFFIRE – Saffire empowers clients with beautiful, unique and engaging websites that are easy to manage, with integrated SaffireTix ticketing and unlimited help when you need it. Contact: Cassie Dispenza | Austin TX USA | 512-430-1123 sales@saffire.com | www.saffire.com
TRIP Info com – Since 1996, first online reference for all segments of group travel planners – website and weekly newsletter and subject-specific digital magazines – including festivals. IFEA Member organizations included online. Contact: Mark Browning | Johns Creek, GA USA | 770-825-0220 | mark@tripinfo.com | www.tripinfo.com
SAFFIRE – Saffire empowers clients with beautiful, unique and engaging websites that are easy to manage, with integrated SaffireTix ticketing and unlimited help when you need it. Contact: Cassie Dispenza | Austin TX USA | 512-430-1123 | sales@saffire.com | www.saffire.com
In an industry with an annual spend of 1 trillion in the United States, you need to reach industry buyers everyday wherever they go online. With these digital opportunities, you’ll be able to reach top-tier festival and event professionals through the IFEA Event Insider, Event Resource Marketplace, and IFEA website box ads, as they explore ways to improve their business.
Reaching over 6,500 festival and event professionals, these premier placements will give your company the attention it deserves. The newsletter will focus on news and information that professionals need to run a successful business. That means your message will reach the decision-makers you’re looking to target.
Digitally distributed each week
More advertising opportunities designed to fit any marketing budget are within the Event Resource Marketplace. Festival and event professional buyers count on the guide to put them in touch with suppliers for all their project needs, and the ads help lead them to you.
Viewable online, 24/7
Highlight your core message and drive traffic to your website with exlusive positions on the IFEA website. These box ads will occupy prime real estate to help sell your products and services to industry decision-makers. Retargeting opportunities are available as well, allowing your ad to be seen AFTER the festival and event professionals leave the association website.
Viewable online, 24/7
The IFEA Foundation provides an all-important source of support that allows the IFEA to confidently provide convention scholarships, host top-quality industry presenters, speakers and programming, and help raise the bar for everyone in our global industry. A very special thanks to all those who have contributed along the way, and we look forward to working with you towards the success of our industry for many years to come.
www.ifea.com/p/foundation
