< PreviousF or any meeting, conference or event held today, it’s critical that planners consider everyone who may be in attendance, and that requires being ADA compliant so all attendees can have a positive experience. Joan L. Eisenstodt, principal and chief strategist for Eisen- stodt Associates LLC, a meetings and hospitality consultant, notes the industry is far beyond “compliance,” partly because that signifies a baseline established for facilities by the U.S. Department of Justice, and, outside the U.S., by government entities. “What we strive for — or should — are accessible meetings for all who desire to attend,” she says. “So, it’s about moving beyond compliant to accessible and inclusive.” When the Americans with Disabilities Act (ADA) became law in 1990, Cricket Park, then an association planner, now an Episcopal priest, spoke to the Events Industry Council (EIC) board on which Eisen- stodt served. “It was clear then that there was much we had to do to first, ensure hotels and other venues were acces- sible, let alone compliant,” Eisenstodt says. “U.S. hotels all say they are ADA compli- ant, which is not measured by DOJ and rarely checked by the hotels’ owners or management company. My experience is that they may meet some crite- ria, but not all, and not always.” Therefore, even before asking what participants and attendees need, RFPs need to ask not if a venue is ADA compliant, but how it is compliant and request specifics. “Assume that there will be some in the group who have chemical sensitivities and for whom a hotel that uses spray-in scents may present a hazard; or a hotel’s public restrooms may have the wheelchair symbol outside the door, but the door is impossible to open or there’s no turn radius for a mobility device,” Eisenstodt says. “Then, ask this question of those who may attend: ‘Tell us what you need to fully participate in the meeting or event, such as mobility, hearing or sight access needs; food, beverage or scent aller- gies; sensory and communication and neurodivergent needs.’” ADA-compliant events must ask their participants and attendees what they need to make their experience the same, or as close to the same, as the experience of a participant or attendee without disabili- ties. ADA-compliant events must also have multiple ways of delivering information, must have accessible bath- rooms in multiple places in the hotel, and captioning not just for people who may be deaf or hard-of-hearing, but those who may learn differ- ently or if English is not their first language. Robin Troutman, deputy director for the National Association of Councils on Developmental Disabilities, is charged with executing in-person and online events, including a policy conference with other organizations. “Because about 1/3 of our participants are people with disabilities or their caretaker, we take ADA compliance very seriously,” she says. “For start- ers, we make sure to ask about any accommodation needs in our registration. We have a separate question for accommo- dations such as CART/Captioning; America Sign Language (ASL) interpreters; large print or Braille; quiet rooms, etc. We also do a separate question on dietary restrictions or requests.” PLANNERTIPS themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIESSEPTEMBER 2022 Making sure every event is accessible to all, especially people with disabilities or special needs, includes more than ramps for wheelchairs or closed captioning on PowerPoint presentations. It’s Important to Make Meetings Accessible to All ADA Advice By Keith Loria COURTESY OF EARLA JONES 20Kirstin Turnbull, owner of Green Room Inc., has nearly three decades of experience planning for events and confer- ences, and characterizes herself as someone obsessed with the guest/user experience. “Anecdotally, we all know that people learn and experience the same event differently, so design needs to be couched in this understanding,” she says. “This means all people need to be included when user experience is considered. Unfortunately, this wasn’t talked about very much in the past — among planners, venues or clients. Acces- sibility was often lumped in with contingency plans and only considered people who use mobility devices. Now, meetings and events should consider every physical and mental range. We don’t all move around the same way. We don’t all learn the same way. We don’t all network in the same way.” Martha Keele, COO of Toast of the Town LLC, which provides event design, management and con- sulting experience to Alaska and the Pacific Northwest, has spent more than 10 years working with the disability community internally at a national nonprofit, oversee- ing development initiatives and large fundraising campaigns, as well as hosting events across the U.S. “In my experience, it goes beyond that of simply check- ing boxes to be ADA compliant and really embraces a mentality of inclusion or a favorite motto: ‘Never for us, without us,’” she says. “This means we work to ensure our key constituents are represented in every element of the event, thoughtfully and compassionately.” The change she has noticed over the years is that, at first, when building in compassionate accommodations for ADA- need attendees, there was a lot of education required to teach to venues, staff and vendors. “Now, these components are much more commonplace, and have become either standardized or to be expected when they are needed,” Keele says. “Sourcing and training has become much easier and more efficient.” KEYS TO SUCCESS At its core, an ADA-compliant event should provide the same means of use for all users and avoid segregating or stigmatizing any users. “If someone using a mobility device must enter through the caterer’s entrance and has a row of assigned seating in the back where they can’t see, guess what? That’s checking a box. It isn’t really designing an event from how that user will experience it,” Turnbull says. “Green Room Inc. events always factor in area allow- ances, reach and height limitations, an appreciation for neurodiverse attendees’ experiences, as well as visual and audible barriers, like screen glare, sightlines, controls or on- screen captioning.” Earla Jones, MS, CMP, director, conference services and operations for the American Library Association (ALA), has more than 20 years’ experience as a planning professional, producing meetings, conventions and events specializing in strategic experiential design. Since 2013, the ALA has been increasing accommodation services at association events, with its current standard in place since 2017 when the ALA acces- sibility task force provided a compilation of recommendations which were subsequently implemented, and are continuously monitored and enhanced. “You must intentionally work to make sure the attendee experience will be a pleasant and acces- sible one by segmenting planning and preparation into consid- erations that should be implemented before, during and after conferences,” Jones says. Checks to be done before the event may include site vis- its, inspecting accommodations and housing, meeting spaces, communication, web accessibility, programming, exhibit space and off-site function locations. Checks to be made dur- ing the event might include on-site accessibility management, transportation services, inci- dent reporting procedures and virtual participation. Checks to be done after the event should include assess- ment/evaluation reporting, review of procedures and post-event communica- tions/follow-up. Troutman thinks the key to a successful ADA-compli- ant event is to ask questions and to listen. “Ask people with disabilities what will make them most comfort- able and what will ensure they have the best experi- ence possible,” she says. “Don’t single people out. If people who use wheelchairs are participating in your event, make sure they have the ability to sit in any part of the room they want, and not just in the back.” A big lesson for all planners is to learn from mistakes. For example, if someone comments on an issue they had at the event, make sure you fix it before the next event. “Representa- tion is key,” Troutman says. “Having speakers who have both visible or invisible disability is important to ensuring that people feel included since they are able to see themselves as part of the conference.” It is also important to remember that one person with Down syndrome or cerebral palsy is not the same or has the same experience as a second person with those diagnoses. ESTABLISHING THE FLOOR PLAN Creating an ADA-compliant floor plan can make your event more inclusive and impactful for all attendees. John W. Bet- tag, senior vice president, business development at Heritage – Nationwide Exposition Services, notes the importance of making the floor plan early so the planning doesn’t hit any bumps in the road. “Collaborate with your exposition services contractor, who can advise you on ADA guidelines, such as ensuring adequate room for wheelchairs to navigate around booths and registration tables,” he says. “You will need 36 inches of unobstructed space between displays and a 3-foot square area in all corners, allowing a wheel-chaired individual to make a 90-degree turn.” Additionally, exhibits with raised floors will also need to include ramps with handrails for alternative access. When 21 SEPTEMBER 2022 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIES Robin Troutman Deputy Director, National Association of Councils on Developmental Disabilities Ask people with disabilities what will make them most comfortable and what will ensure they have the best experience possible.deciding on space, the National Asso- ciation of Councils on Developmen- tal Disabilities makes sure that all meetings rooms are on one floor and that the elevators are within a short distance to the meeting rooms. “We look to book spaces that do not have any pillars in the rooms so that there are no visual complications or space complications,” Troutman says. “Big pillars not only block people’s views, but can be a hindrance to people who use mobility devices. We book a spare room for a quiet space where people who have sensory sensitivities or just need to separate themselves for a bit, can go and have some respite.” Also when booking space, Trout- man takes into consideration how far it is from the airport and what types of accessible transportation exists in the city so people who use wheelchairs and are not able to transfer to a regular car seat have a safe way of getting to the venue. “Venues and cities are much more accessible than in the past,” she says. “My organization will likely never be able to hold a meeting in historic cities such as Savannah or Charleston because of the cobblestone paths.” When looking at a place to host, Keele always opts for a venue that accommodates ADA needs with parking, wide hallways, curb ramps and more, preferably close to public transportation options. “There should be clear, easy-to-read signage and perhaps in Braille,” she says. “[There should also be] sign language interpreters for presentation sessions and the use of subtitles on screens and PowerPoints.” Keele also tries to find a venue that offers customized menu options, as offering diverse options is important to those who may suffer from gluten or other allergies. She reminds that a planner also should always have an emergency plan in place for people with disabilities. Other keys to a successful ADA-compliant event are to provide multiple registration options for attendees to ensure ease of registering; utilize clear, easy-to-read signs placed around the venue to help attendees navigate the event; being thoughtful about planned activities to make them acces- sible to the entire audience; and working with the A/V team to use real-time captioning for speaker presentations. “It goes beyond the venue selection and state compliance. A successful event offers inclusion for everyone,” Keele says. “Always do a final check for accessibility of event space to ensure approved accommodations are in place. Proac- tive planning goes a long way. Consider these items throughout the planning process, and it will minimize the need for individuals with disabilities to request accommodations during the event.” ACCESSIBILITY FOR ALL Courtney Trunk, director of communication and events for Arc Michigan, an advocacy organization for individuals with intellectual and developmental disabilities, notes the first rule of success is making sure everyone has what they need to accomplish their goals for the event. “If the basis of good manners is consideration for another person’s comfort, then event planning is the embodiment of good manners,” she says. “And when in doubt, ask. Your event may not need every single accommodation that exists, so if you understand the needs of those in attendance, you can dedicate more thought and attention to those specifics.” Arc Michigan has an individual devoted to responding to requests for accommodation, so when those requests come in, Trunk will answer directly to get a better idea of what is needed. “Some of the more obvious aspects to consider when event planning include cut curbs/ramps/elevators and automatic doors,” she says. “But other details can often be overlooked. For example, choose a location with hard floors rather than carpet- ing to allow easier traction for wheelchairs and walkers.” For each of their events, the ALA utilizes services of an acces- sibility consultant who specializes in providing communication access, hearing and assistive technologies, and support services for persons who are deaf, deaf/blind and hard of hearing. “Our consultant main- tains an accessibility hotline and dedicated email account leading up to each conference, is available for site visits, reviews captions, font requirements, symbol usage, and manages the assignments of acces- sibility services for in-person and themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIESSEPTEMBER 2022 Planners say people with disabilities should be able to experience events and conferences the same, or as close to the same, as an attendee with no disabilities. Earla Jones, MS, CMP Director, Conference Services and Operations, American Library Association You must intentionally work to make sure the attendee experience will be a pleasant and accessible one [for every attendee]. CMEDIAUSA.COM / COURTESY OF ROBIN TROUTMAN 22virtual events,” Jones says. “At the end of each conference, a close-out report is provided summarizing and capturing the feedback for the services provided during the event.” For instance, at the recent 2022 ALA Annual Confer- ence & Exhibition at the Washington Convention Center in Washington, D.C., the ALA had everything in place to ensure the event was accessible for all. “We captioned our main ses- sions and virtual presentations, there were wheelchair areas in every meeting room and ballroom, and we had accessible sleeping rooms in our hotel block,” Jones says. “There were rooms for people who are deaf, blind and attendees who use wheelchairs. For those who indicated requests on the hous- ing form, a housing bureau representative contacted them to ensure placement in an appropriate room.” Additionally, leader/support animals of all kinds were wel- come throughout the ALA Conference, listening devices were available for those who were hard of hearing, and the shuttle bus company had accessible buses. In total, accommodations were provided for 19 deaf, deaf/blind, and hard-of-hearing attendees using sign language interpreters, captioning services and listen- ing devices. A total of 546.5 hours of interpreting was performed by 24 interpreters both in person and virtually. Captioning was performed by two on-site writers and five virtual writers. The National Association of Councils on Developmental Disabilities held its recent annual conference as a hybrid event, and that meant being ADA compliant for both those in attendance and those participating online. “Having a virtual component is accessible if you ensure that people partici- pating still have access to some of the same accommodation needs, such as captioning and materials sent out ahead of time so that they can read on their own,” Troutman says. “We provided all of our materials on the platform so that anyone who uses a screen reader could follow along at their own time. Most importantly, we required that any session had at least one person with lived experience either on the panel, one of the speakers or as the moderator.” TOP CHALLENGES Aside from the obvious pandemic-related challenges faced by the entire world, Trunk notes some of the more interest- ing aspects have been finding ways of reaching new people with the diversity in communication. “Half of our members will only obtain information mailed to their house, and the other half won’t obtain it unless it’s on social media,” she says. “There is constant input everywhere you look, so it’s difficult to stand out. The continual evolution of technology combined with individual needs may make it seem difficult to keep up, but it boils down to being considerate to your fellow human.” One of the biggest challenges with ADA events involves time management. “Since we offer individual interpreters, precise scheduling is required for those who require one- on-one services,” Jones says. “At our last conference, the big- gest accessibility challenge was the shortage of interpreters available, another effect the pandemic has had on labor and services. Having a dedicated consultant to manage the sched- uling and fill-in when necessary was a significant component to accommodating last-minute, on-site requests.” Budget woes are one of the biggest challenges mentioned by the majority of planners, as vendors for ASL, captioning, livestreaming and other necessary tools are not cheap. “When we look for sponsors, we put an accommodation sponsor in the prospectus,” Troutman says. “Also, in order to meet the accommodation needs, I will cut some other expenses that are not as needed or necessary for the experience.” Assumptions and ignorance and unwillingness to make things accessible is always a challenge, Eisenstodt says. “To address this, I speak up and advocate, ask questions, point out what needs to be fixed, and for clients’ meetings, ensure that they stop using cost and assumptions to provide accessibility as a barrier to inclusion,” she says. RESOURCES TO NOTE In addition to services available for attendees, a best prac- tice is providing a resources page for presenters and exhibi- tors. “These tips and guidelines can assist speakers in making their presentations accessible for all, and provide suggestions that can help increase booth traffic by persons with disabili- ties,” Jones says. The best planners continue to monitor what’s new and implement changes as necessary. There are a lot of great free resources online, including the ADA Resource Center for Equity and Accessibility (RCEA) Guide. Eisenstodt follows a number of disability advocates on Linke- dIn and Twitter, and recommends the Google group, Acces- sible, which gives great hints on technology uses and changes. Troutman points to some amazing advocates online, such as Emily Ladau, Samantha Evans and Meryl Evans, and orga- nizations such as the American Association of People With Disabilities (AAPD), Autistic Self-Advocacy Network (ASAN) and Self-Advocates Becoming Empowered (SABE). “Emily Ladau has an amazing book called ‘Demystifying Disability: What to Know, What to Say, and How to Be an Ally,’ which I believe is a book that everyone, especially in the ser- vice industry, should read,” Troutman says. The Disability & Philanthropy Forum and U.S. Department of Housing and Urban Development (HUD) are also resources planners mentioned as being helpful. Turnbull notes planners need simply to go online, start searching and make their events top-notch in this area. “The CDC reports that 26% of adults in the United States have some type of disability, so if you’re planning an event with 10 people, you can expect that at least two people live with some sort of disability,” Turnbull says. “People think our efforts here are trying to accommodate for the exception and not the norm. That’s not the case.” | AC&F | SEPTEMBER 2022 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIES The No. 1 way to ensure events are accessible to everyone is to ask questions as early as at the RFP stage, planners say. That way, there are no last-minute accommodation requests or attendees being excluded. COURTESY OF ROBIN TROUTMAN 23INDUSTRYINSIGHT themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIESSEPTEMBER 2022 Leaders Learned About Themselves and Their Organizations Navigating a Crisis By Nancy Mueller D estination leaders around the country faced challeng- ing times in coping with the uncertainty of the most difficult parts of the global COVID-19 pandemic over the last two years. But these leaders are no strangers to adversity, and many of them relied on their experience to get through the toughest of times. NAVIGATING PAST COMMON CRISES “As the nation’s capital, Washington, D.C. has faced many crises over the years that Americans have experienced across the country,” says Melissa A. Riley, vice president of conven- tion sales & services for Destination DC. “Recently, we also have dealt with the January 6 [incident], civil unrest, mass shootings and other issues related to public safety that are affecting so many cities in the U.S.” Rachel Sacco, president & CEO of Experience Scottsdale, Melissa Riley, vice president of convention sales & services for Destination DC, says the district has overcome a unique set of challenges being the capital of the U.S. COURTESY OF WASHINGTON.ORG 24says the pandemic has been a unique crisis, but Experience Scottsdale also has had to overcome many other past hurdles. “Though the pandemic has been a crisis unlike any other, our destination marketing organization has navigated past global health crises, a global recession, the 9/11 terrorist attack, and political turmoil at the state level, all of which impacted the tourism industry and meetings sector.” Stephanie Turner, senior vice president, convention sales and strategies for New Orleans & Company, also ticks off a list of crises New Orleans has had to overcome. “Hurricane Katrina in 2005, 9/11, the BP oil spill and the financial crisis,” were all unexpected disasters that required extraordinary leadership to navigate for the good of the local and travel communities. As these leaders and their organizations have discovered, a crisis can spotlight previously unresolved mat- ters — remote working, work-life balance, technology power versus human power and time management — as well as high- light the need for a new roadmap to meet the current chal- lenges, says David Whitaker, president & CEO of the Greater Miami Convention & Visitors Bureau (GMCVB). “[These organizations] are not only addressing this as employers, but we are also dealing with its impact on the organizers, sponsors and attendees of meetings and events we bid on and host.” The result is a “mix of revisiting and recalibrating just about every job-related or event-related metric used to determine performance metrics, incentives, economic impact or return on investment criteria,” Whitaker says. “We have essentially had to dispose of and re-create our entire playbook regarding performance and accountability. All while needing to remain relevant, productive, and most importantly, competitive.” UNIQUE CHALLENGES In some regards, the type of challenges these organiza- tions have faced in crisis situations are similar. “The pandemic happened to everyone globally, and we all were experiencing solitude during a very uncertain time,” Turner says. Yet, how each organization has felt the impact remains unique to their organizations. “At the end of the day, our CVB finds itself uniquely striv- ing [and challenged] to find a healthy and productive balance between the internal needs of our staff and resource deploy- ment — and that of the needs of our clients and customers,” Whitaker says. Riley cites challenges not shared among many major cit- ies. “Washington, D.C.’s overall recovery has been slower than some other rural or beach destinations,” Riley says, singling out Destination DC’s unique intersection of “business, gov- ernment-related travel and congressional meetings, a segment that has still not recovered.” John G. Reyes, senior vice president, chief MCI sales officer for the Hawai’i Visitors & Convention Bureau/Meet Hawai’i, also had a uniquely difficult time navigating the hur- dles brought on by COVID-19. “Aggregating various COVID-19 restrictions by islands as each island [Kauai, Maui, O’ahu and Hawai’i] had their own specific COVID-19 protocols/restric- tions,” he says. And for Experience Scottsdale, “Nearly 80% of our budget comes from transient lodging taxes — taxes that were essen- tially nonexistent at the outset of the pandemic,” Sacco says. “So many of our traditional pro- grams — trade shows, sales mis- sions, familiarization tours and client events — were either not occurring or not feasible. Uncer- tainty about the city’s budget crisis forced us to make difficult choices as an organization.” Though perhaps not defined as a crisis, Reyes points out another important transforma- tional change confronting all CVBs and DMOs in the future: “The desire by our residents for us to transform and reimagine our strategies and activities to a different model has become stronger,” Reyes says. “The priority now expected is that we have dual responsibilities to market to a respectful visitor, but also a greater responsi- bility to align with the needs of our community, culture and natural resources through sustainable and regenerative tour- ism initiatives.” LEADERS CREATED RECOVERY PLANS Once the shock of the pandemic subsided, leaders at DMOs and CVBs in the middle of the crisis focused on recov- ery plans, relying upon the organization’s track record of pre- vious successes in the face of adversity, not only to stem the pandemic’s devastating impact on tourism, but in the strong belief of brighter times ahead. “After Hurricane Katrina in 2005,” Turner says, “Our motto was, ‘Soul is Waterproof’ and that resolve has guided us through many other disasters. Our team at New Orleans & Company is battle-tested and resilient, ready to partner with our customers through any crisis.” At New Orleans & Company, connecting with each other virtually became vital to recovery. “We made it a priority to establish consistent team meetings where we were on video calls and could see each other and connect,” Turner says. “Our conversations were more about how to support each other and our member community. We celebrated festivals and events together, which helped us feel hopeful about the return of events we missed. We sent king cakes [a blend of coffee cake and cinnamon roll] to customers and influencers to bring them a taste of New Orleans culture when they could not be in the city. Events and celebrations are an important part of our culture. Ensuring our team and our member partners felt connected was a priority.” Destination DC’s approach has been to focus on short-term and corporate business to help close the gap, as well as work- ing closely with the associations headquartered in the D.C. area. Whereas, at Experience Scottsdale, “We quickly moved to build a recovery plan grounded in research that would allow us to be flexible as the pandemic evolved,” Sacco says. 25 SEPTEMBER 2022 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIES David Whitaker President & CEO, Greater Miami Convention & Visitors Bureau We have essentially had to dispose of and re-create our entire playbook regarding performance and accountability [during the pandemic].“We hosted virtual client events and trade shows and built a virtual tool- kit to allow meeting planners to tour potential venues from their homes. We focused on reaching local, regional and drive markets, many of which were new markets for our organiza- tion.” She adds, “Experience Scotts- dale worked with our hotels, resorts and venues to showcase health and safety protocols and hybrid opportu- nities on a dedicated COVID-19 web- page. We also promoted our offerings for sports tournaments, which were taking place even as other meetings and events faced cancellations and delays. Flexibility and research were critical in our every step. All of this ensured we kept clients inspired and informed about Scotts- dale whenever they felt ready to travel and gather again.” CRITICAL LEADERSHIP SKILLS When asked what crisis leadership skills proved critical to leading the GMCVB through the COVID crisis, Whitaker says his position and thoughts on this have continually changed and evolved during the many peaks and valleys. “But, I have found that the common denominator is transparency, honesty, over-communicating, sprinkled with unwavering patience and personal faith.” Turner says those attributes also helped at New Orleans & Company, plus others: “Hope was incredibly important. It was vital that our team and members knew that we were hopeful for the future, and actively planning for it while we were going through the pandemic,” she says. “Additionally, determination that we could make a difference and help our industry recover was also very important. We worked closely with state and local officials to evolve meeting guide- lines and demonstrated that we could successfully host safe meetings and events.” Riley says flexibility, communication and adaptability were all important leadership tactics at Destination DC as well. “In the earlier days, when rules and regulations were changing so frequently, it was key to be transparent and keep customers up to date with the latest safety guidelines,” Riley says. “We also focused on helping create more purpose-driven events that impact not only the local economy but the organization’s overall mission.” Sacco also agrees that transparency was paramount dur- ing the pandemic. “I was as transparent as possible about the challenges we faced as an organization and industry,” she says. “Businesses and employees in Scottsdale were depending on Experience Scottsdale, and we knew our destination promo- tion would be crucial. I acknowledged that I was asking so much of our team — to be innovative and work harder than ever for the sake of our organization and industry.” She con- tinues, “Communication also was key. As a membership orga- nization, it was important to keep our nearly 400 members regularly informed of the ever-evolving crisis and act as their voice when advocating for the tourism industry at the city, state and federal level.” Reyes also leaned on tried and true leadership attributes, such as collaboration, communication and transparency, which proved pivotal to leading the Hawai’i VCB/Meet Hawai’i through the crisis. He explains how each skill manifested. “Col- laboration: We ensured that the Hawai’i Visitors & Conven- tion Bureau worked closely with our Hawai’i MCI industry to collectively meet the challenges of the COVID-19 pandemic; Com- munication: We established ongoing MCI update meet- ings and written communica- tions to keep our MCI stakeholders and customers constantly informed; and Transparency: We made sure as a VCB we were transparent with critical decisions and asked for feedback prior to making key decisions.” BEST PRACTICES Reyes says, in retrospect, he and his team would not have done anything differently. “We did the best we could each and every day. Nothing could prepare any of us for what we expe- rienced over these last two years,” he says, adding that another leadership practice also helped. “Admit when you don’t know the answer, ask for help, understand that each team member/ stakeholder can contribute, and each team member will step up and lead when needed.” Whitaker thinks there are some things he would have changed. “What I would have done differently is what I would define as prematurely, and perhaps naively, focusing too soon on what I thought at the time was the horizon to truly getting through this,” he says. “But there is no one prescription for a CVB leader. Like everyone, they are as varied as the organi- zations and destinations we represent. Though the best tip I could offer is to over-communicate and never over-commit. That, of course, is a proverbial ‘given.’ A tip I have also learned when coaching myself is to fight the notion or the temptation to feel as if you must bravely run into every building you see on fire. The mere scale of this pandemic has resulted in learning to ‘let go’ occasionally.” Riley says there were many instances where their team was learning on the fly. “We participated in many forums about cri- sis management as we were living it,” she says, adding that she would now “proactively coordinate with like-minded and sim- ilarly challenged destinations on how to manage things such as client communication, staff support and more.” She adds, “And be vulnerable. Leaders are human and need to be relatable. Put people first. Check in regularly with your staff and make sure their feedback is integrated in decision making.” Turner’s best tip for leaders? “Utilizing technology efficiently and effectively was vital to establishing connections. Continuing to learn and adapt to new technologies is critical as we move forward,” she says. “Be as comfortable as you can with being uncomfortable. See the crisis as sections of time, not one linear event. Plan work for each section that is relevant to that time, and over time, all the blocks of time will add up.” She continues, “As you look back, you will see how the work helped move your team to where you are now. And never forget why you got into this business — unending passion for themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIESSEPTEMBER 2022 Stephanie Turner Senior Vice President Convention Sales and Strategies New Orleans & Company It was vital that our team and members knew that we were hopeful for the future, and actively planning for it [during] the pandemic. 26your destination and to facilitate human connections through face-to-face meetings.” Sacco, who has 40 years in the industry, says one of the oldest leadership traits was the most helpful. “I have found kindness to be the most important leadership skill. I believe in leading with compassion, openness and trust,” she says. “Also, good leaders need to be surrounded by people they trust and rely upon. They must surround themselves with people who challenge them and elevate them.” She adds, “Throughout my tenure, I’ve sought to foster an environment where team members feel comfortable openly sharing their ideas and opinions. And that’s invaluable. I did not take these steps alone, and I could not have accom- plished any of this without the counsel of my top-notch execu- tive team and the creativity of our talented staff, who all bring their own unique knowledge and expertise to the table.” CHANGING PRIORITIES In a sense, these leaders have undertaken what American writer Joseph Campbell coined, “The hero’s journey” in lead- ing organizations through an unconventional crisis by cross- ing the threshold into unfamiliar territory that ultimately results in transformation. How, in fact, have these leaders and their orga- nizations changed as a result of the pandemic? “I feel the biggest change is the attitude and priori- ties of our staff,” Whitaker says. “On a positive side, I strongly feel that the staff knows and fully rec- ognizes just how important and needed they are for us to fulfill our mission. Our organization, now more than ever, must focus on and monitor the needs and expecta- tions of our staff colleagues.” What has Whitaker person- ally learned as a leader? “A lot can be written and said here. If there is one change that is evident, it is learning to keep multiple real and perceived crises in some level of appropriate scale. One cannot afford to get too high or too low during circumstances like this. And it cannot be emphasized enough — empathy, empathy, empathy.” Sacco says Experience Scottsdale has been fortunate to resume many of its traditional programs, once again meeting with clients on the road and in Scottsdale. “Yet, the lessons we learned early in the pandemic have stayed with us, such as the importance of building new connections in secondary and up-and-coming markets and reestablishing relationships with meetings professionals in the local market,” she says. “Since the crisis began, we’ve been diligent about understanding the needs and wants of meetings groups in this new landscape. We’ve convened focus groups with association professionals and incorporated feedback from our customer advisory board, a group of 13 high-caliber planners, into our strategies.” Riley notes that Destination DC is focused on understand- ing what the customer needs most and evaluating the orga- nization’s role in that process. “We understand that associa- tions are looking to deliver more purposeful meetings to their membership base, as consumers carefully select which meet- ings they attend,” she says. “In Washington, D.C., all of our positioning focuses on what the city offers that you can’t find anywhere else, such as thriving industries and access to indus- try leaders, top speakers and more. Ultimately, Washington, D.C. adds value and content and becomes a more attractive destination to host successful meetings.” In addition, Riley says, “We have placed even more emphasis on our biggest asset: our staff. As an organization, we’ve made a renewed effort to focus on mental health and employee well-being, issues related to diversity, equity and inclusion and work-life balance. A refreshed sales force means they are approaching their work and relationships with customers with a restored sense of energy and purpose.” Turner says New Orleans & Company has similarly evolved and grown. “We are more technologically savvy, are more flex- ible in work-from-home opportunities, and have grown closer as a hospitality community. In fact, we are so connected that, in 2021, we launched our first-ever integration destination sales and marketing brand called ‘Built to Host,’ which tells the story of why New Orleans is Built to Host meetings and events.” Personally, she says the pandemic and other crises have taught her to be determined that, together, “we can find a successful way to work through difficulty and uncertainty.” As for Reyes, he thinks the pandemic made him and his organization “much more nimble,” and he says, “We have learned how to do more with less. We are more appreciative of team members as we endured the loss of co-workers we cared about. Those who remained during the pandemic have learned about the resilience of themselves and others.” Of himself, Reyes says, “I believe I am more resilient and make a greater effort to celebrate the present, because I am more aware of how fragile tomorrow really is.” | AC&F | SEPTEMBER 2022 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIES Leaders at CVBs and DMOs around the country say they each had to lean on their industry knowledge, their teams of professionals and their instincts to make it through the worst parts of the COVID-19 pandemic as business and leisure travel ground to a halt during the shutdowns. COURTESY OF WASHINGTON.ORG 27A s medical and pharmaceutical meetings strive for a “new normal,” planners must figure out what has changed, how meetings are evolving, where they’re meeting and what they see coming in the future. Michelle Kann, CMP, DES, associate chief of operations with the Society of Hospital Medicine, calls the past couple of years difficult. “Meetings are smaller. Hospital medicine teams, our members and attendees, are still on the front lines of the pandemic, making a ‘quick’ comeback challenging.” Exhibitor numbers are also low. “We believe there was still a fear we wouldn’t meet in person due to our audience, so exhibitors waited until the last minute or didn’t budget at all,” she says, adding that a hybrid option wasn’t a solution for the society’s mid-spring meeting in Nashville this year. “Many of those not in attendance are covering the wards in the hospital while their colleagues attend the conference in person. But those in attendance seemed ecstatic to be back in person and meeting together.” Nashville, Kann notes, “fits our program perfectly.” Six hotels comprised the room block for 2,703 attendees, with the Omni Nashville Hotel and JW Marriott Nashville as head- quarters hotels due to their location near the Music City Cen- ter (MCC). “We were the only group in MCC for the majority of the meeting, which is helpful from a planning perspective. Nashville is a safe and walkable city with many hotel rooms within easy walking distance to MCC. And the number of out- lets outside of the center is also hugely beneficial.” Kann says space at MCC is well laid out, with all larger breakouts on one side of the building. “That makes sense for signage purposes and for communication. The staff was also outstanding, very friendly, knowledgeable and they want to partner with you. The location is fantastic with the amount of guest rooms surrounding the center.” While the Omni and JW were chosen primarily for their location, Kann calls both properties “outstanding from a service perspective, and the quality of their products is top-notch.” The meeting also included hands-on courses on the cam- pus of Vanderbilt University, which Kann says helped make for a successful and budget-friendly option. She also praised Nashville Convention & Visitors Corp., which contributed substantially to the meeting’s success. “The Nashville CVB is amazing to work with,” Kann says. “They walk INDUSTRYINSIGHT MEDICAL ATTENTION Med/Pharma Meeting Planners Adjust to Challenges BY CHRISTINE LOOMIS themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIESSEPTEMBER 2022 Top, attendees of the most recent American Dental Association’s annual SmileCon enjoy the entertainment. Inset, attendees at the most recent American Public Health Association annual meeting also have a bit of fun while playing brain-teaser games. ADA SMILECON 2021 / E3 PHOTOGRAPHY 28you through everything and have a thorough understanding of the city and what you can and can’t do. They’re super helpful in negotia- tions and have relationships with all of the out- lets and vendors. They’re your go-to for under- standing what works in the city, and the first stop when considering a meeting in Nashville.” ATTENDANCE NUMBERS DROP Chicago is another great city for med/ pharma meetings. That’s where the Ameri- can College of Physicians met in mid-spring for its Internal Medicine Meeting 2022, with 6,100 in attendance. Bobbie Turner, director of convention and meeting services, notes that since the pandemic, live attendance has dropped to 60% to 70% of the numbers prior to the pandemic, with international atten- dance down significantly. A hybrid option was important. “We livestreamed about 40% of our program,” she says. Masking at the event was strongly encour- aged, and Turner estimates about 90% of attendees were masked. “Registrants were very happy to be at a live meeting. There was good energy, even with smaller numbers,” she says.” However, attendees were livestream- ing the morning sessions and other sessions, too, so even those in Chicago were often watching the scientific program from locations other than the meeting room. I think to some degree that’s here to stay. Registrants like the flexibility. It will be important to make the in-person experience richer and more impactful moving forward,” she says. “Encouraging active participation in live meetings is critical.” Chicago’s central location makes it easy to get to, and, Turner says, “It’s also an attractive location for restaurants, things to do, cultural activities, museums and iconic architec- ture, and it has wonderful choices for lodging.” Normally, the group would interact with local medical schools, but due to the lingering effects COVID-19, that wasn’t possible this year. Turner calls Choose Chicago “a superior partner” that assisted in many critical areas, including lodging, local recommendations and updates on the COVID situation. “They’re a highly professional team, and it was a pleasure to work with them — both sales and services. They attended to all meeting needs and stayed in constant communication with our staff.” The group used the West Building at McCormick Place. “The building func- tioned beautifully, was super clean and our experience with all building staff and [catering vendor] Savor was outstanding. The staff is amazing in every way.” The West Building, Turner adds, “was a per- fect layout for our meeting — for any med- ical meeting. We especially liked the Concourse, as we used that not only for registration, but also as a general activity hub.” The fact that Marriott Marquis Chicago is connected to the West Building via skywalk made it very convenient, plus it offered a large room block, and the group used much of the hotel’s function space for evening and social events. “The suites are great,” Turner says. “It’s a beautiful property — wonderfully maintained with an excellent staff. I highly recommend it.” HYBRID WILL CONTINUE The Radiological Society of North America (RSNA) also lauds Chicago for many of the same reasons. “Chicago is a world-class city with a wide range of quality hotel accommoda- tions, dining, shopping, entertainment and cultural options for our attendees,” says John Jaworski, RSNA assistant executive director, meeting services & corporate relations. “Its central location in the U.S. with a large international airport makes it a convenient destination for both our domestic and international attendees. Chicago also has several highly regarded academic medical institutions, and a large number of medical groups and organizations — including RSNA — are based in the Chicago area, making the city a sound choice for medical meetings.” The group meets annually in November/December and uses multiple hotels across the downtown area as the meet- ing requires thousands of room nights. Last year’s meeting brought in 29,273 attendees. “Each year, RSNA works with Choose Chicago to introduce our attendees to the wealth of visitor experiences the city has to offer. Choose Chicago’s website is an invaluable resource for anyone visiting the area,” Jaworski says. He continues, “Obviously, holding a large inter- national meeting presents challenges, particularly in planning during an evolving pandemic. Every year, RSNA works closely with McCormick Place and the city of Chicago to promote the safest possible meeting environment and to prepare for the possibility of any emergency that may arise. Through com- prehensive planning with McCormick Place management and staff, we enacted successful protocols to protect the health and safety of our attendees.” RSNA has held its annual meeting at McCormick Place for many years. “The central location in a large transportation hub like Chicago is attractive for our international attendees. The RSNA annual meeting features the presentation of high- quality science and education, as well as the opportunity for 29 SEPTEMBER 2022 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIES EZ EVENT PHOTOGRAPHYNext >