By R.V. Baugus

IAVM Director of Safety & Security is constantly on the road preaching — well, teaching — to IAVM member venues the importance of safety and security. It is all part of Mark’s incredible training that he has shared with dozens and dozens of venue types. Mark’s first-hand observations in the area of safety were called on in an interview he did with Smart Meetings magazine along with other industry leaders. Below are Mark’s answers to the interview on the topic of “What the Official End of Covid Means for Meetings.” To read the full story, click here.

What does the official end of Covid mean for the meetings industry?

The end of Covid-19, as an official declaration, would have significant implications for the meetings industry. With the end of Covid-19, there would likely be a resurgence of in-person meetings and events. Organizations and businesses would feel more confident about hosting conferences, trade shows, conventions and other gatherings that require physical presence.

We have seen increased attendee confidence and the official end of Covid-19 alleviated concerns about health risks associated with attending meetings. Attendees feel more comfortable and willing to participate in face-to-face events, leading to higher attendance rates. The meetings industry is closely tied to the hospitality sector, including hotels, restaurants and transportation services.

The end of Covid-19 could provide a much-needed boost to these industries, as more people travel for meetings and events. Virtual meetings and hybrid events became prevalent during the pandemic. However, with the return to normalcy, the demand for virtual meetings may decrease as organizations prioritize in-person interactions. Virtual meetings may still have a place, but they may not be as widespread. In-person meetings provide valuable networking opportunities that are difficult to replicate in virtual settings.

With the end of Covid-19, professionals will have more chances to connect and build relationships, leading to potential collaborations and business growth. While the end of Covid-19 would mean reduced health risks, safety measures may still be necessary, at least for a transitional period. Venues and organizers might continue implementing hygiene protocols, enhanced cleaning practices and health screening measures to ensure the safety and well-being of attendees.

Did it end the way you predicted?

During the Covid-19 pandemic, there were levels of uncertainty worldwide however, numerous experts and organizations, including public health authorities and epidemiologists, made predictions and projections based on available data and scientific models. It is important to note that the course of a pandemic can be highly dynamic and subject to various factors, which made accurate predictions challenging.

Some predictions made by experts during the pandemic did align with the eventual outcomes, while others may have required adjustments as new information emerged. Factors such as the emergence of new variants, changes in public health measures, vaccination efforts, and adherence to guidelines all played significant roles in shaping the trajectory of a pandemic.

I personally felt that as an association, we, and I mean The International Association (IAVM) was going to get in front of the pandemic by offering up-to-date feedback, member participation, training, and open forums with sources such as the World Health Organization (WHO), the U.S. Centers for Disease Control and Prevention (CDC), Infectious Disease Society of America (IFDSA) and other reputable health organizations.

From a security perspective, the venue industry did not lose sight on the importance of assuring all facilities did not become so anemic to the point that it would pose as a potential target for threat actors wanting to exploit the opportunity for crisis and media exposure.

Are we better or less prepared for whatever next disruption comes to the hospitality industry?

The Covid-19 pandemic has undoubtedly presented significant challenges to the event and hospitality industry and has served as a learning experience for the future. The pandemic has highlighted the vulnerabilities and risks faced by the hospitality industry during a health crisis. This experience may have increased awareness among industry professionals, leading to better preparedness for similar disruptions in the future.

Lessons learned during the pandemic can help shape future protocols and strategies. The Covid-19 pandemic has necessitated the implementation of rigorous health and safety protocols across the hospitality industry. These measures, such as increased sanitization practices, social distancing and improved ventilation, may remain in place or be readily deployable for future disruptions. The industry’s experience in implementing and managing these measures could enhance preparedness for similar situations.

Technological Advancements: The pandemic has accelerated the adoption of various technologies within the hospitality industry, such as contactless check-ins, digital payment systems, and improved ventilation systems. These technological advancements may contribute to increased preparedness for future disruptions by enabling more efficient operations, enhanced guest experiences and better adaptability to changing circumstances.

Collaborative Efforts and Information Sharing: The global nature of the Covid-19 pandemic has prompted increased collaboration and information sharing within the hospitality industry. This exchange of knowledge, best practices and lessons learned can contribute to improved preparedness for future disruptions. Industry associations, organizations, and government entities have played a crucial role in facilitating such collaboration.

All protocols established as a result of 9/11, we are better equipped to immediately pivot and find all resources and information to assure we focus on protecting the number one asset: People.

By Margo Madden

APPI Energy, a national energy consulting firm specializing in comprehensive energy management strategies for commercial, industrial, government, and non-profit clients, announced that it has merged with Environ, an energy management company specializing in sustainability consulting services. The partnership aims to strengthen APPI Energy’s current sustainability and efficiency offerings to both the APPI Energy client base and their Affinity Partners.

Established in 1996, APPI Energy was one of the first firms to provide advisory services on the procurement of electricity and natural gas, launching a unique go-to-market strategy and business model that would in time be endorsed by the American Society of Association Executives (ASAE) and national and state trade associations and their more than half a million member companies. The Affinity Partnerships were designed to educate trade associations and chambers of commerce on deregulation in the early years, evolving over time alongside the industry to include more in-depth education on energy management strategies, including sustainability and efficiency technologies and solutions.

With a foundation in assisting commercial, industrial and government entities in deregulated states with the procurement of their electricity and natural gas, it was a natural next step for APPI Energy to expand their services, launching the Energy Solutions Division in 2019. Today, their holistic approach to energy management aims to provide clients with a full suite of energy solutions, an initiative that will be complemented and further strengthened by the new partnership with Environ.

“By merging with APPI, Environ’s suite of leading-edge sustainability solutions has found a powerful new market channel consisting of 160 national and state trade associations and their more than half a million member companies,” said Mark Mininberg, CEO of Environ. “We could not be more pleased with the APPI team or more excited about the future growth of our combined enterprise.”

Being data-driven has also been pivotal to the success of APPI Energy. APPI maintains a proprietary database of more than 250 million pricing data points, enabling their energy consultants to compare historical and real-time prices in every deregulated energy market. Environ’s commitment to data-centric, innovative technologies was appealing to APPI leadership, along with Environ’s steadfast commitment to providing optimal service while guiding clients through the energy transition.

“The merger of APPI Energy and Environ is the perfect combination of advanced energy solutions and national market access” said Walter Moore, APPI Energy Founder and CEO. “Aligning decades of experience, expertise and corporate cultures built on success and integrity brings a truly holistic set of energy solutions to our clients.”

The acquisition was made possible with support from 424 Capital, a growth capital investor that works in partnership with founders and management teams to accelerate and scale for long-term growth.

Margo Madden is Chief Strategy Officer for APPI Energy.

OVG360, operators of the Swiftel Center in Brookings, S.D., announced a new 10-year multi-million-dollar partnership with Dacotah Bank, a state-chartered bank in all of South Dakota and North Dakota as well as counties in neighboring states, whereby Dacotah Bank will become the new naming rights partner of the Brookings 6,000-seat arena, effective immediately.

The public can expect to see name transitions gradually from the Swiftel Center to its new Dacotah Bank Center naming rights across all platforms and media completed by the end of the fourth quarter of 2023. Dacotah Bank previously partnered with OVG360 in past sponsorship capacities at the center.

By Mary Klida

With the return of events, Huntington Place in Detroit is transforming public safety and guest experience. To enhance guest experience, the Public Safety Department in Huntington Place has broadened its reach to include improved union communications and relations. The center is rolling out measures designed specifically to improve union relations in the venue including participation in future workforce development, quarterly meetings with union leadership, and a new position of Public Safety Operations Manager among others.

“Union relations is always a top priority for me as a General Manager, but also for ASM Global overall as we understand the critical nature of working with all the skilled trades,” said Karen Totaro, CVE. “Our team focuses on communication as a key aspect of any successful relationship. The more correct info we can share, the more positive impacts for our clients.”

Serving as liaison between union labor and venue management for day-to-day operations in event labor services concentrating on exhibit hall floors and dock locations, the new Public Safety Operations Manager is part of the Public Safety department. Supervisor Matt Lancaster was promoted to the position, coming into it having strong relationships with union labor in the venue already established.

In his new position Lancaster focuses on monitoring exhibit halls and dock areas during events; educating contractors on show move-in and move-out processes; quality control of exhibit hall floor space and dock areas; and facilitating collaborative relationships between customers, contractors, and vendors among other duties. He works closely with union labor to develop strategies and policies associated with maintaining a safe and secure environment in Huntington Place.

“Matt recently told me the union teams are all starting to call him directly now when they need help with something on the show floor or on the dock . . . SUCCESS!” Totaro said. “We are already way ahead of all I hoped for by simply hearing that the communication is indeed happening and that Matt respects their roles and they respect Matt’s role, and both are optimizing that communication. Love it when we make magic happen (through a lot of hard work).”

Quarterly meetings including collaborative agendas with labor and management are now held regularly. Several new amenities for labor have been established in the venue including renovated offices back of house with a break room and smoking areas with benches and heaters outside the exhibit hall docks in two locations. Additionally, a new protocol for trouble reports includes a response requirement from management within 24 hours or the next business day.

But the new program that excites Huntington Place staff and union labor the most is the student group tours in Huntington Place coordinated by various union trades along with Lancaster. Recently the IBEW Local 58, Detroit Workforce for the Future, and the Operating Engineers Local 324 brought in students to give them exposure to the skilled trades and encourage them to see trade work as a possible career.

On May 18, a group of 16 students toured of the Automate 2023 event move-in at Huntington Place. Conversations were facilitated between students and laborers from IBEW, Operating Engineers, Iron Workers, and Carpenters setting up the event, letting students see the construction of Automate’s 800 exhibits firsthand. Students also enthusiastically watched demonstrations of robot programming. The show ran May 23-25 in Huntington Place with 28,000 attendees and was the largest trade show to date in the 22= year history of Automate.

“The relationship that has been established in such a short period of time between Matt and our partners in union labor exemplifies how we operate as unified team here at Huntington Place,” said Marlon Wilson, director of public safety for Huntington Place/ASM Global. “We are all focused on one mission, to provide our visitors and clients with the very best guest experience. Matt has played a critical role in the success of Huntington Place for many years and in his new position, allows the center to continue to improve upon the strong relationships within our community.”

The Detroit Workforce for the Future is a sixteen-week free training program that introduces high school students to the construction industry. For the sixth consecutive year, the program is available to Jobs for America’s Graduates (JAG) at Cody, Osborn, Pershing, Chandler Park Academy, Covenant House Academy, and Randolph High Schools. Detroit Workforce of the Future is made possible by the partnership of construction industry associations, unions, schools, other local agencies that work together to create incentives and inspiration for a cohort of students. Graduates receive tools, work boots, and safety gear at no charge and are paid an hourly wage as part of the program.

“We see the value in exposing the next generation to a career in the skilled trades,” Totaro said. “It is so much fun to watch their faces as they see a show being built and start understanding the organized construction by various local union laborers working together to accomplish a successful event. It is the best way to get them excited about considering a career here.”

Mary Klida is Senior Marketing & Communications Manager for Huntington Place.

From MLB.com

The A’s unveiled the first renderings for their proposed new ballpark in Las Vegas on Friday.

The project calls for a 30,000-seat ballpark on the nine-acre Tropicana site, which is located on the south end of the Las Vegas Strip. The stadium would feature a partially retractable roof with a playing surface that will allow for the outfield to open to the corner of Tropicana and Las Vegas Boulevard for a view of the Strip.

In addition to A’s games, the state-of-the-art venue will be a hub for sports, entertainment, and community engagement by hosting concerts and other events.

“We are excited to share our vision for the A’s potential new home,” A’s team president Dave Kaval said in a statement. “As our first conceptual design, we will continue to refine the look and feel of the ballpark over the next year. We hope our project goes beyond a traditional ballpark and serves as a catalyst for community development and engagement. It follows in the footsteps and success of the professional sports teams that come before us, in creating union jobs, stimulating economic growth and fostering investments in the community.

“Thanks to the vision of Bally’s and GLPI, we have the opportunity to bring baseball to one of the most energetic locations in Las Vegas. We look forward to continuing our collaboration with the Nevada governor, legislative leaders, Clark County commissioners and the Southern Nevada communities as we move forward with plans on our new home.”

The design of the ballpark is being handled by Brad Schrock of Schrock KC Architecture and pays homage to the rich history of the A’s as well as the unique spirit of Las Vegas. The plan will feature innovative architecture, sustainability and environmental consciousness, and modern amenities that focus on the peak of excellence in fan experience.

“From the minute we stepped onto the Tropicana site nearly two years ago, it was immediately obvious what a fantastic fit it would be for a new A’s ballpark in Las Vegas,” Schrock said. “The natural orientation of the ballpark creates not only some of the best views and connection to the Las Vegas skyline from the seating bowl, but also opens up the ballpark to the corner in a way that creates opportunities for an amazing energetic public space with open and expansive views into the ballpark.”

With the A’s and the state of Nevada having come to a tentative agreement on public financing for the new ballpark, the next step in the process is for the bill to formally be introduced to the Nevada Legislature, which could happen as soon as this weekend.