From stadiumbusiness.com

The Kroenke Group has been unveiled as a partner in the Midway Rising team, which is planning a major redevelopment of a 48.5-acre sports arena site in San Diego.

The company’s investment encompasses all aspects of the project, which is anchored by a 16,000-seat arena and also includes 4,000 new housing units, new parks, restaurants, shops, and other community amenities.

Day-to-day redevelopment operations will continue to be managed by the existing Midway Rising team partners Zephyr Partners, Legends and Chelsea Investment Corporation.

Terms of The Kroenke Group’s involvement were not officially disclosed but the San Diego Union-Tribune has reported that the company will foot “nearly all of the bill”. The newspaper, citing documents it has reviewed, said that The Kroenke Group now has a 90% ownership interest in the project, with the stake and financial commitment to increase to 95% once construction begins.

The Kroenke Group is a division of Kroenke Sports & Entertainment, which owns a host of professional sports teams including the NFL’s Los Angeles Rams, NBA’s Denver Nuggets, NHL’s Colorado Avalanche, Major League Soccer’s Colorado Rapids, and English Premier League football club Arsenal.

The company, led by billionaire Stan Kroenke, has extensive experience in sports venue development and management across SoFi Stadium, Ball Arena, Dick’s Sporting Goods Park, and Emirates Stadium.

San Diego City Council selected the Midway Rising team as the winning bid to transform the sports arena site back in September. It came after the consortium featuring Legends was recommended to lead the multibillion-dollar project by San Diego Mayor Todd Gloria and other influential officials.

The 16,000-seat arena will replace the site’s current venue, which opened in 1966. In December, San Diego City Council approved an exclusive negotiating agreement between the City and Midway Rising, which lays out dates and requirements for project negotiations.

Gloria told the Union-Tribune: “That someone of this caliber is willing to make this investment in partnership with the team that we selected … it makes it more likely (that the project) will come to pass, to not only provide the world-class venue that we want but also the housing that we desperately need.

“You have someone who knows how to do big projects who could take his investment and really go anywhere in the world. And he’s choosing San Diego.”

The Kroenke Group’s Jason Gannon added: “The Midway Rising project will continue growing our investment in the Southern California region and we appreciate the city’s confidence in our joint vision with the existing project partners.

“This project is an incredibly exciting opportunity for The Kroenke Group to make a profound impact in San Diego, and it lays a foundation for our future investment in the community.”

Midway Rising is currently completing physical site due diligence, a process that involves analysis and assessment of existing and underlying site infrastructure as well as geotechnical constraints.

The resulting project description based on the team’s initial proposal and vision for the sports arena will undergo environmental studies and reviews in 2024, and late next year the project team hopes to bring a long-term lease and development plan to the council for approval. The cost of the project is yet to be revealed.

By Maddison Devoy

Melbourne Convention and Exhibition Centre’s (MCEC) Executive Pastry Chef, Alessandro Bartesaghi, was nominated by the Australian Culinary Federation to represent Australia in the Asia-Pacific round of the Global Pastry Chef Challenge, which recently took place in Christchurch, New Zealand.

Competitors had three hours to prepare and serve four plated desserts and one cake incorporating Valrhona Manjari 64% Dark Chocolate and Dilmah tea.

“You have to come up with your own strategy to make it all happen in three hours,” Alessandro said. “You’re quite limited in what you can do, but you need to show your skills and that you know how to prepare a cake that is modern, tasty, and looks impressive, all within the time frame.”

Alessandro’s creative, winning dessert recipe was inspired by a popular Asian whisky and mandarin cocktail. The dessert featured earl grey, chocolate, mandarin, and whisky from Starward, a Melbourne distillery that utilizes local ingredients and matures their whisky in tawny barrels, bringing out a unique flavor. The dessert was required to have frozen, warm, ambient, and cold components.

His cake also featured the unique earl grey, mandarin, and chocolate flavor combination. “I always put fruit in my desserts because I really like the freshness and the color that fruit brings,” he said.

“Mandarin is in season so it was an obvious choice and I thought it would pair quite well with earl grey because of the bergamot, which is also a citrus. It’s really nice, fragrant, and fresh.”

“When you cook with chocolate you have to be careful about balancing everything correctly otherwise the dessert is too rich. Mandarin is a really subtle flavor that can be hard to use,” he said. But Alessandro’s attention to detail and skillful execution resulted in a perfect combination, earning him the top spot in the competition.

The judges were impressed with Alessandro’s ability to balance bold and subtle flavors, making his dishes stand out.

“I’m so honored to receive this award, thank you to the judges for their recognition and thank you to MCEC for supporting me to achieve this. I hope to continue pushing the boundaries of flavor and creating unique culinary experiences for visitors at MCEC,” he said.

“Congratulations to all my fellow competitors, you showed great skill and determination throughout the competition,” he added.

Following his win, Alessandro will go head-to-head with global champions in Singapore next year.

Alessandro’s culinary journey has taken him to different parts of the world, where he has gained experience and inspiration for his creations. Visitors to MCEC can taste his delicious pastries, croissants, ice creams, desserts, and breads at MCEC’s onsite cafes as well as on the menu at conferences, exhibitions, galas, and cocktail events at MCEC. Alessandro works closely alongside the chefs at MCEC to create custom menus for client events held at the venue. Together, MCEC’s team of culinary experts offer imaginative solutions and create unforgettable dining experiences.

Maddison Devoy is Corporate Communications Specialist – Media at the Melbourne Convention and Exhibition Centre.

Voting opened Monday, June 26, 2023, and will remain so through July 19, 2023. The complete slate including biographical information and photos can be viewed on the IAVM web site.  Our voting process has changed with the introduction of a new nomination/application process for sector directors.  The ballot you will see this year will only include the Second Vice Chair election, and if you identified as a convention center, performing arts center, or stadium sector you will find the election for Director – Convention Center, Director – Performing Arts, or Director – Stadiums.  At most, you will be voting for two incoming positions on the 2023 – 2024 Board of Directors.

As you know, each regions’ members elect their slate of officers (to include Region Director) and does not require a ballot for the entire IAVM membership’s approval.

All voting members should receive an email titled “2023-2024 IAVM Board of Directors Election-login information below”. The email contains a generated user name and password to use when logging in to submit votes.  If you haven’t received the email by 3 PM CT on Tuesday, June 27, 2023, please contact Rosanne Duke via email or by calling 972.538.1025.

As in the past, the ballot is available through Survey & Ballot Systems allowing complete confidentiality and security to our members.  The results of the voting will be posted following the closing of the ballot on July 21. 

By R.V. Baugus

As priorities and norms in the workplace have shifted for the better in recent years, so too have the titles of those responsible for making organizations the best they can be for today’s employees. Gone (or should be gone) are heavy-handed “my way or the highway” attitudes. As our membership is aware, IAVM fully supports a diverse and inclusive workplace, one that fosters growth and the ability to thrive for individuals in an environment where they are welcomed and listened to.

Thomas Blasucci carries a very interesting title in his position with Dallas-based Meeting Professionals International (MPI). We will save that title a bit later into the Q&A we were fortunate to have with Thomas in advance of his Diversity & Inclusive Leadership Committee session at VenueConnect in Pittsburgh.

Share with our membership a bit about yourself, including where you were educated and what led you to your current position.

I grew up in Los Angeles, California, but I’ve called Fort Worth, Texas, my home for the past 14 years. My educational journey led me to The University of Texas at Arlington, where I earned a Master of Business Administration with a focus on Management and Human Resources. My passion for problem-solving drew me towards the HR field, as I discovered that the most intriguing challenges for me involved understanding and addressing people’s needs in the workplace. Whether it’s designing a comprehensive benefits and compensation plan or crafting a job description that aligns with an organization’s goals, strategic Human Resources has always captivated me.

Throughout my career, I have held a variety of HR roles in nonprofit organizations, leading efforts in Talent Acquisition, DEI, and Employee Relations. My initial stint at MPI spanned from 2014 to 2018. Afterward, I served as an HR Executive for another Dallas-based nonprofit. I am thrilled to have returned to MPI roughly eight months ago. My varied experiences have honed my skills as an HR leader, and I eagerly look forward to making a meaningful, lasting impact on both employees and organizations in our industry.

Director, People & Performance is a most interesting title and one I would guess is not all that old of a title. What does it mean and what are your major objectives in this role?

As the Director of People and Performance at MPI, I am a firm believer that our people are our most valuable asset. My title, while relatively new in the HR landscape, aptly reflects the essence of my role, which goes beyond traditional HR functions to focus on fostering a high-performance environment where our employees can thrive.

In this capacity, I lead the HR function for Meeting Professionals International, with the primary objective of developing and implementing human resources practices and policies that cultivate an employee-centric, high-performance culture. This culture emphasizes empowerment, quality, productivity, and standards, while also prioritizing goal attainment and the recruitment and continuous development of a superior workforce.

As an internal consultant to leaders and employees, I address employee relations issues that impact performance and business relationships. My goal is to provide guidance and support to ensure a harmonious work environment that aligns with the core values and mission established by the association’s leadership. Some of my major objectives in this role include developing and executing talent acquisition and retention strategies that attract, nurture, and retain top talent in the industry; designing and implementing performance management systems that help employees reach their full potential and drive organizational success; and fostering a culture of diversity, equity, and inclusion to create an environment where every employee feels valued, respected, and supported. Ultimately, my role as the Director of People and Performance is to create a workplace where our employees can excel, and in turn, contribute to the overall success and growth of Meeting Professionals International.

People and performance are essentially not only keeping companies alive but helps them thrive. Do you find that some organizations still miss the boat on that very otherwise basic principle?

You raise an important point. Organizations that prioritize their people and performance not only survive but truly thrive in today’s competitive landscape. Higher employee engagement scores, better retention rates, and overall happier team members are hallmarks of companies that focus on people and performance. Unfortunately, some organizations still miss the boat, and this oversight has a direct impact on their bottom line.

On average, the cost of losing an employee in their first year is often estimated to be twice the employee’s annual salary. This includes costs of recruitment, onboarding, training, lost productivity, and any potential negative impact on employee morale. According to SHRM, the average cost of replacing an employee at any point in their tenure can range from 90% to 200% of their annual salary.

Organizations that invest in people and performance, by developing policies and procedures that foster an engaging workforce, can experience a direct correlation between their efforts and a decrease in costs related to turnover. By creating a supportive and growth-oriented environment, these organizations can maximize their employees’ potential, which ultimately leads to a more successful and sustainable business.

Talk some about what you will be sharing with our IAVM audience this summer in Pittsburgh?

Diversity, equity, and inclusivity are essential components of any modern workplace. Merely paying lip service to DEI work is not enough. Creating a diverse and inclusive environment requires genuine commitment and intentional effort, ensuring that everyone feels welcome, respected, and empowered. This involves implementing equitable hiring processes and fostering a culture that embraces diverse perspectives and continuous learning.

As an HR professional with a strong background in leading DEI work, I am a firm believer that organizations that prioritize diversity and inclusivity as core values and embed them throughout their operations enjoy increased employee engagement and a more satisfied workforce. By focusing on everything from hiring practices and employee development programs to organizational policies and company culture, organizations can demonstrate their authentic commitment to diversity and inclusivity.

I know you have visited some of our leaders on the Diversity & Inclusive Leadership Committee (of which I am a staff liaison). Talk some about diversity and inclusivity and its importance in today’s workplace.

I am really excited about attending VenueConnect this summer in Pittsburgh, as it presents a fantastic opportunity to share valuable insights and engage in meaningful conversations. My session will be centered on empowering employers to develop diverse candidate pipelines and establish equitable, inclusive hiring processes that foster a thriving workplace culture.

During the session, I will delve into two primary aspects that are critical for promoting diversity, equity, and inclusion in Talent Acquisition:

Ensuring an Equitable Interview and Selection Process: A robust hiring process is essential for creating a fair and unbiased environment for all candidates. In this segment, we will explore various strategies, such as standardizing the interview process, offering training to employees on conducting unbiased interviews, formulating a consistent set of competency-based interview questions, and implementing a structured scoring system to evaluate candidates objectively. Additionally, we will discuss the importance of assembling diverse interview panels and providing them with resources on DEI best practices to minimize the impact of unconscious biases during the decision-making process.

Building a Diverse Candidate Pool: Attracting a wide array of talent is crucial for fostering a dynamic and innovative work environment. In this part of the session, we will discuss best practices for crafting job advertisements that use inclusive language and prominently highlight the organization’s commitment to DEI. We will also explore various methods for expanding outreach, such as partnering with diverse professional organizations, educational institutions, and tapping into specialized job boards and social media platforms.

Through a combination of practical examples and group discussions, participants will leave the session equipped with the knowledge and tools to implement effective DEI strategies in their hiring processes.

I believe that any speaker likes to leave a “takeaway” for his or her audience to return home with and implement. What would be your takeaway you would like for our members to exercise upon returning to their venues?

As an HR speaker, my aim is to empower the audience by providing them with practical, actionable strategies that they can confidently implement in their organizations. Interviewing is a crucial skill that can be honed and perfected through practice and continuous learning. The key takeaway I would like for session participants to emphasize and apply upon returning to their organizations is the importance of proactively incorporating DEI principles throughout every stage of the hiring process. By doing so, they can create an inclusive and equitable work environment that values diversity and fosters a culture of belonging.

(Editor’s Note: Carol Moore, CVE, holds a very special place in my heart. She likely holds a very special place in the heart of everyone in this industry. If she does not, the problem is not with Carol. As she prepares for her June 30 retirement, we could not let Carol leave without sharing some thoughts on this incredible longevity in the public assembly venue industry. On a personal note, I consider Carol one of the dearest friends I have. I can only hope I have “been there” for Carol as she has been for me through life’s ups and downs. Through it all, Carol’s ever-present smile will be in my mind’s eye. Wishing you the very best, Carol. Thank you for everything and God bless. Now on to Carol’s reflections…)

By Carol Moore, CVE

I’ve been asked to write about my career in this industry. As I thought back over my 49-year career, it is amazing to see the vast changes that have happened during that time. I began my career in 1974 as a secretary.

When we rented the facility, there was one main phone line that rang into the building. We had ten button phones on our desks that would allow multiple calls to come through at one time. Everyone was responsible for answering a ringing line. It was always amazing to see all ten buttons light up all at once when Elvis was announced, and they would ring non-stop for eight hours. When we prepared contracts, we used pre-printed forms and inserted carbon paper between each copy. Everything business was handled through mail. At this point there weren’t fax machines yet. We did not have a copier, but rather used a mimeograph machine to print things when you needed a lot of copies. All files were manual and stored in file cabinets as there weren’t computers. Your financial accounting records were all done manually and kept in ledger books. I used shorthand when my boss dictated a letter to be sent out as there weren’t small recording devices back then.

All event tickets were hard tickets that were housed in these wooden boxes with pigeonholes. The tickets were arranged in these boxes as the arena was laid out. Back then a concert ticket was $7.50 – a far cry from today’s prices. Processing a credit card payment was handled by a machine that would imprint the customer’s card information onto a 3-form carbon receipt. The customer received a copy, the building kept a copy, and the third copy was turned into the bank for processing. Then you had to manually add up the total charge card receipts for settlement each day.

Advertising for a show was vastly different as you only had newspaper, radio, and television. Concert show posters were put out around town on the telephone poles announcing the event. Our ticket outlets received a section of hard tickets to sell from their location and we would have to deliver and pick up tickets and money.

Production was very different as well. For years our stage consisted of scaffolding and plywood pieces that were built by the operations team. The power needed for sound and lights back in those days was only 200/400 amp – a huge difference from today’s show needs. The show would consist of two semi-trailers at the dock – not the sometimes 50 semi-trailers you see today! Rigging plots weren’t as elaborate back in those days either.

The first concert I remember that had the stage in the round was Kenny Rogers. I always felt bad for the poor stagehand who kept having to crawl around in circles while Kenny walked the stage. The first audio/visual used for a concert that I remember was for John Denver, who showed video of his then wife Annie. The show riders were so much simpler back in those days as well, although I do remember the Van Halen rider about the chocolate M&Ms.

I remember when we would have hockey or Holiday on Ice, the operations team would have to hose down the concrete floor 24 hours a day with a water hose until they created an ice floor. Such a tedious task and a very expensive one to do as well.

The other difference I have seen is in the aesthetics of the venues. Back in the old days venues were sterile and consisted of a lot of concrete. Today they are state-of-the-art venues with beautiful aesthetics, very high tech, and create an unforgettable experience for the guest. The food and beverage from the old days consisted of your typical concession fare of hot dogs, hamburgers, popcorn, nachos, etc. Today of course there are chefs at our venues that prepare culinary delights for everyone’s palate.

Security was obviously very different back in those days and nothing like what is faced by our venues today. Technology was non-existent in a venue for me until 1988 when I was first given a desktop computer. I learned the computer by grabbing a co-worker when she would pass by my office door on her way to do something. In those days, the computer was DOS based and you had to type in commands to get it to do what you needed.

There are so many other things that were different that escaped my mind. But let’s leave it to say that “we’ve come a long way, baby!”