Mississippi Mills
Festivals and Events
Functional Review
Final Report – July 22, 2014
Prepared by Sagum Corporation for the
Mississippi Mills Festivals Consortium
TABLE OF CONTENTS
Table of Contents.............................................................................................................................................2
Executive Summary ........................................................................................................................................ 4
Section I: Introduction ...................................................................................................................................7
Methodology ................................................................................................................................................7
Section II: Findings and Issues .....................................................................................................................9
Diversity ..........................................................................................................................................................9
Volunteers .....................................................................................................................................................9
Longevity / Sustainability ......................................................................................................................... 10
Governance ..................................................................................................................................................11
Finances ....................................................................................................................................................... 12
Marketing and Promotions ..................................................................................................................... 12
Resources..................................................................................................................................................... 13
Organizational Capacity .......................................................................................................................... 14
Organizational Management Processes ............................................................................................. 14
Training ........................................................................................................................................................ 15
Section III: Successes and Collaboration ................................................................................................. 16
Successes ..................................................................................................................................................... 16
Collaboration .............................................................................................................................................. 16
Section IV: Recommendations .................................................................................................................. 17
#1: Confirm and Communicate MMFC Structure and Governance ............................................ 17
#2: Create an Online MMFC Information and Resource Hub ...................................................... 18
#3: Host a Festivals and Events Summit............................................................................................. 18
#4: Build the Volunteer Base ................................................................................................................. 19
#5: Develop an Inventory of Best Practices ..................................................................................... 20
#6: Develop Guidelines and Templates ............................................................................................ 20
#7: Develop a Resource Inventory ..................................................................................................... 20
#8: Provide On-going Learning Opportunities ................................................................................ 21
#9: Undertake Joint Marketing and Promotions ............................................................................... 21
#10: Encourage Financial Sustainability and Pooling of Financial Resources .......................... 22
#11: Build Connections with Business, Tourism and Educational Organizations .................... 22
2
#12: Understand and Innovate ............................................................................................................ 23
Supplementary Recommendation: Review the Town of Mississippi Mills’ Relationship to
Local Festivals and Events ...................................................................................................................... 24
SECTION V: Conclusion ............................................................................................................................... 25
Appendix A: Resource Wish List .............................................................................................................. 26
Appendix B: Best Practices ........................................................................................................................ 27
3
EXECUTIVE SUMMARY
Under the banner of the Mississippi Mills Festival Consortium (MMFC) a group of eight local
festival and event organizations (Almonte Fair, Celtfest, Fibrefest, Mississippi Mills Bicycle
Month, North Lanark Highland Games, Seniors Expo, Pakenham Fair and Puppets Up!
International) came together with support from the Town of Mississippi Mills, to seek funds
from the Ontario Cultural Development Fund. With these funds the MMFC aims to
strengthen the festivals and events community of practice within Mississippi Mills, particularly
through collaborative approaches and the application of new media. The objectives of the
MMFC mirror the Cultural Development Fund priorities. These objectives, in order of
importance for the MMFC are:
#1: Make Strategic Use of New Media & Social Media
#2: Create Effective Collaborations & Partnerships
#3: Improve Planning, Financial & Digital Capabilities
#4: Develop Stronger Boards and Advisory Groups
A functional review of festival and event operations in Mississippi Mills was the first phase of
the MMFC Cultural Development Fund project. The scope of the functional review was to
undertake research and produce an overview report on Mississippi Mills festivals and event
boards and committees including: mandates; functional abilities and processes; planning,
financial and digital capabilities; existing collaborations and partnerships; and the use of new
media and social media. The findings out of this research are outlined in this report along
with associated recommendations which focus on:
 where and how individual festivals can achieve cost-efficiencies and operate more
effectively, working in partnership with other members of the Consortium;
 areas of required training for boards and committees; and
 specific strengths individual committees could share across the Consortium.
The functional review was based on in-person consultations with 15 local festival and event
organizations and an online survey of an additional 14 organizations. These 29 organizations
represent the wide diversity of festivals and events in the community ranging from multimember, long-standing and formally structured non-profit organizations to recently
established for-profit, single member event organizations.
Key findings emerging from the consultations identified that the majority of local festivals and
events are run by non-profit, volunteer based organizations. In fact, by far, the most
commonly identified challenge facing festivals and events organization relates to volunteers
(e.g., lack of volunteers, volunteer burnout, volunteer recruitment and retention). Effective
4
communications, teamwork, networking, event management, and marketing, are the most
commonly identified organizational strengths. Many organizations indicated that they
specifically seek out individuals with these skills to be members of their organizations.
Overall, there exists a generally sound governance approaches within the local festival and
event community of practice. On the whole, however, local festivals and events tend to be
relatively weak with respect to organizational capacity in terms of strategies and processes
such as strategic plans, risk assessment and mitigation, evaluation and impact assessments.
Reinforcing the observed need for strengthened organizational capacity across festivals and
events and concerns regarding volunteers the most commonly identified areas of required
training include: risk management, promotions/marketing/advertising, social media,
volunteer recruitment/management, succession planning, measuring impact, liability issues,
sponsorship and event planning. Interestingly, although organizations tended to identify
marketing and promotions as a strength, there is still a great interest in additional training in
this area. Further, the interest in social media training reflects a recognition by organizations
that communications modes are changing and in order to stay “in the game” they must take
advantage of new media.
Twelve recommendations plus one supplementary recommendation somewhat beyond the
scope of the functional review emerged from the consultations and online survey input.
These recommendations provide concrete actions that can be taken by the MMFC and
individual festival and event organizations to advance the planning, management, delivery
and improve the quality of local festivals and events. Recommendations include:
#1: Confirm and Communicate MMFC Structure and Governance
#2: Create an Online MMFC Information and Resource Hub
#3: Host a Festivals and Events Summit
#4: Build the Volunteer Base
#5: Develop an Inventory of Best Practices
#6: Develop Guidelines and Templates
#7: Develop a Resources Inventory
#8: Provide On-going Learning Opportunities
#9: Undertake Joint Marketing and Promotions
#10: Encourage Financial Sustainability and Pooling of Financial Resources
#11: Build Connections with Business, Tourism and Educational Organizations
#12: Understand and Innovate
Supplementary Recommendation: Review the Town of Mississippi Mills’ Relationship to
Festivals and Events
5
The large number, the great variety and the longevity of local festivals and events
demonstrate their significance in the cultural fabric of Mississippi Mills. However, local festival
and event organizations face volunteer challenges; tend to have effective governance
structures but weak capacity related to organizational strategies and processes; and function
within a community of practice where organizations generally work quite autonomously. The
establishment of the MMFC is a great stride forward in developing a stronger and more
resilient festivals and events community that works in parallel with the efforts of the Town of
Mississippi Mills. Implementing the concrete opportunities and actions identified in the
recommendations of this report will further strengthen the ability of organizations to continue
to deliver dynamic and innovative festivals and events.
6
SECTION I: INTRODUCTION
Under the banner of the Mississippi Mills Festival Consortium (MMFC) a group of eight local
festival and event organizations (Almonte Fair, Celtfest, Fibrefest, Mississippi Mills Bicycle
Month, North Lanark Highland Games, Seniors Expo, Pakenham Fair and Puppets Up!
International) came together with support from the Town of Mississippi Mills, to seek funds
from the Ontario Cultural Development Fund. With these funds the MMFC aims to
strengthen the festivals and events community of practice within Mississippi Mills, particularly
through collaborative approaches and the application of new media. The objectives of the
MMFC mirror the Cultural Development Fund priorities. These objectives, in order of
importance for the MMFC are:
#1: Make Strategic Use of New Media & Social Media
#2: Create Effective Collaborations & Partnerships
#3: Improve Planning, Financial & Digital Capabilities
#4: Develop Stronger Boards and Advisory Groups
A functional review of festival and event operations in Mississippi Mills was the first phase of
the MMFC Cultural Development Fund project. The scope of the functional review was to
undertake research and produce an overview report on Mississippi Mills festivals and event
boards and committees including: mandates; functional abilities and processes; planning,
financial and digital capabilities; existing collaborations and partnerships; and the use of new
media and social media. The findings out of this research are outlined in this report along
with associated recommendations which focus on:
 where and how individual festivals can achieve cost-efficiencies and operate more
effectively, working in partnership with other members of the Consortium;
 areas of required training for boards and committees; and
 specific strengths individual committees could share across the Consortium.
Methodology
Based on an initial meeting with the Mississippi Mills Festival Consortium a list of festival and
event organizations was compiled for inclusion in the functional review. In a few cases,
additional festival and event groups were added to the list upon suggestion by consultation
participants. The final list of 29 organizations includes all major local festivals and events
along with some smaller events and concert series. In addition, an in-person discussion with
the head of the Almonte Chamber of Commerce was undertaken to discuss the relationship
between festivals and events and local business.
7
The following points should be noted regarding the list
of organizations included in the functional review. First,
the Almonte Civitan was not consulted as no associated
festival or event was identified. However, as it is an
organization that manages a venue for many local
events and it collaborates a great deal within the
community, it may be worthwhile for the MMFC to
engage with the Almonte Civitan in the future. Second, a
few sport/physical activity related events were included
in the functional review; one because it is seen as a
“street festival”, another due to its unique advocacy role
in working to shifting the health and transportation
culture of the community, and a third due to the
longevity of its existence. In confirming its mandate the
Consortium will need to determine if, and how, other
sport/physical activity events fit with the Consortium. At
the time of the functional review there was no fulsome
discussion or consensus on this matter. Finally, as the
MMFC advances, other events or festivals that have not
been included in this review may be identified that might
be interested in participating in the collaborative work of
the MMFC. It is recommended that these organizations
be provided with information on the mandate and
initiatives of the MMFC.
In-person consultations were conducted from May 15 to
June 2 and the online survey was open for response
from May 23 to June 4. All groups contacted for inperson consultations or the online survey provided input.
Initial consultation findings were presented to the core
MMFC group and other functional review participants on
June 5. Draft recommendations were presented to the
core MMFC group on June 11. Discussion at these
sessions was also considered in developing
recommendations. Also, to further inform the functional
review and aid in developing recommendations, a brief
literature review and online research was undertaken on
innovative approaches, best practices and examples of
collaboration, and festival and event management and
governance.
8
Functional Review
Consultation List
In-Person Consultations (15)
 Almonte Fair
 Canada Day Events
 Celtfest
 Fibrefest
 Handmade Harvest Craft
Shows/Food & Drink
 Light Up the Night
 Mississippi Mills Bicycle
Month
 North Lanark Highland
Games
 On Stage For Kids
 Pakenham Home Show
 Pakenham Fair
 Pakenham Frost Festival
 Puppets Up! International
 Santa Claus Parades
 Seniors Expo
 Mississippi Mills Chamber of
Commerce
Online Survey (14)
 Almonte in Concert
 Almonte Tea Dances
 Art in Attic
 Busfusion
 Canadian Cancer Society
Relay For Life
 Christmas in the Valley
Artisan Show
 Crown and Pumpkin Tour
 Folkus
 Kintail Country Christmas
 Maple Run Studio Tour
 Naismith 3 On 3 Basketball
Tournament
 Pakenham Country
Christmas
 Terry Fox Run
 Young Awards Foundation
Gala
SECTION II: FINDINGS AND ISSUES
The following highlights findings and observations from the in-person consultations and
responses to the online survey.
Diversity






Overall there is a significant diversity of experiences offered, as well as in the type,
structure and ownership of local festivals and events.
The vast majority of festivals and events (24 out of 29) are managed by not-for-profit
organizations. . Of the remaining 5 festivals and events, 2 identified as for-profit events,
while 3 did not identify either way.
Five of the non-profit events are fundraising events and an additional 5 are the
responsibility of the Town of Mississippi Mills.
Festivals and events vary widely in attendance and format ranging from reoccurring
dance series of a few hours in duration with 30 attendees, to two and a half day events
with up to 10,000 people in attendance, and yet again to a full month of themed small
group events and advocacy activities.
Activities and experiences offered by the various festivals and events are wide ranging
and touch on many different interests for all ages and genders including: folk, Celtic and
big band music, agriculture and country living, puppetry, Celtic heritage, athletic
competitions, cycling, arts and craft shows and studio tours, food and drink shows,
dances, camping, textiles, national, seasonal and community celebrations, home
improvement and summer and winter outdoor activities.
There was little mention of any sense of competition between events due to similarity of
events with the exception of those events in the arts and craft shows and tours. A sense
of competition may be more pronounced in this context as the aim of these events is to
drawn consumers to spend money.
Volunteers



Volunteers make up a significant element of the core organizing groups of 79% of
festivals and events. Of this 79%, 55% (16 of 29) have core organizing groups that consist
entirely of volunteers while another 24% (7 of 29) are primarily made up of volunteers
with some paid staff. Of the remaining 21% of festivals and events, 10% (3 of 29) of core
organizing groups have all paid staff and another 10% (3 of 29) are primarily paid staff
with some volunteer contribution.
The additional volunteer base (meaning volunteers in addition to those who are part of
core organizing groups) for organizations that use or aim to use volunteers varies
significantly from 250 people to none. Only about one quarter of festivals and events (8
of 29) do not use additional volunteers.
Broadly speaking, the size of the volunteer base is driven by the size and/or complexity of
the festival or event. For example, Puppets Up! International festival has 250 volunteers
9






for 10,000 attendees over 2 and a half days while the Seniors Expo has 25 volunteers for a
one day event with 600 attendees.
Word of mouth is the most common method of volunteer recruitment.
Only about 21% of organizations (6 of 29) provide some sort of volunteer orientation,
mentoring, or training. The majority, at 69% (20 of 29), indicated there is no formal
volunteer training or they use a “learn on the job” approach. 10% of organizations (3 of
29) indicated the issue of volunteer training is not applicable because they do not use
volunteers.
Concern related to volunteers (i.e., lack of volunteers, volunteer burnout and difficulties
recruiting and retaining volunteers) is the challenge most commonly identified by
organizations. Bringing this point home, one organization has decided to fold their
operations at this year due to an on-going lack of volunteers. As well, a second
organization indicated they may be in the same situation soon if they cannot find new
volunteer board members.
The lack of volunteers and difficulties recruiting and retaining volunteers is perceived, at
least in part, to be due to the small size of the local community with a limited pool of
volunteers.
There was some indication of reluctance to share volunteers across festivals and events
due to a fear of losing them to other festivals and events and increasing volunteer
burnout. It was also frequently stated that it is often the same people doing the volunteer
work throughout the community.
The matter of succession planning, particularly for volunteer-based organizations, is seen
as significant. However, it was also mentioned in the context of some events that involve
paid staff and the need for these events to build volunteer organizations that can be
sustained without the involvement of paid staff. Several organizations also noted
instances where long-standing members are looking to “pass the torch” but that few new
people are interested in taking on leadership roles. In general, formal succession planning
or discussions are not being undertaken by organizations although many see this as
something they should be doing.
Longevity / Sustainability

On average, local festivals and events have been running for 26 years. Even when the two
exceptionally long running fairs are removed from the equation the average length of
time in existence for a local festival or event is still a significant period of 18 years. This
longevity demonstrates general long standing support for such activities by the local
community.
10
Figure 1 – Length of Time Running (in Years) of Local Festivals and Events
# of Years Running
Almonte Fair (156)
Pakenham Fair (100+)
Pakenham Frost Festival (40)
Canada Day Events (40)
Almonte in Concert (34)
North Lanark Highland Games (31)
Terry Fox Run (30)
Pakenham Home Show (30)
On Stage For Kids (28)
Christmas in the Valley Show (27)
Art in the Attic (25)
Naismith 3 On 3 Basketball (23)
Light Up the Night (23)
Christmas Parades (23)
Fibrefest (19)
Crown and Pumpkin Tour (18)
Almonte Celtfest (18)
BusFusion (14)
Folkus (13)
Maple Run Studio (12)
Puppets Up! International (10)
Almonte Tea Dances (9)
Kintail Country Christmas (7)
Young Awards Foundation Gala (6)
Mississippi Mills Bicycle Month (6)
Seniors Expo (4)
Handmade Harvest Shows (4)
CCS Relay For Life (3)
Pakenham Country Christmas (2)
Years
0
20
40
60
80
100 120
140 160
Governance




The most common governance structure for festival and event organizations is a “semistructured group with a clear leadership role”. Just under half (45%) of the organizations
(13 of 29) indicated this as their governance structure.
There is significant diversity in governance structures of the other half of organizations.
Eight groups (26%) indicated their organization is incorporated with a formal executive
structure. Six of these groups also indicated they have permanent committee structures. A
further three organizations (10%) identified having a formal executive but are not
incorporated. Of the remaining five organizations (17%), four identified as informal groups
sharing tasks and roles, and one identified as a sole proprietor.
The size of core organizing groups ranges from 1 person to 21 people, with the average
core organizing group having nine members.
About half the organizations (14 of 29) hold regular monthly meetings and several of
these organizations meet even more frequently as their event nears. This tends to be the
11


case for the larger and longer festivals and events suggesting that more complex events
require a greater commitment of time and effort by those involved.
Most of the remaining half of organizations meet a few times a year or simply meet when
required (10 of 29). In three cases, there are no formalized meetings as the work is
completed as part of the daily working environment. In two instances, meetings are not
applicable as only one person is involved in the planning and coordination.
Eighty-five percent of organizations document their decision making, with 50% keeping
formal meeting agendas and minutes and 35% keeping notes on key decisions. Only 15%
of organizations keep track of decisions by memory. Interestingly, it is often the case that
organizations with paid employees have the least formal planning, organizing and
operating documentation indicating the work is simply part of the job.
Finances






Ten festival and event organizations receive partial or full funding from a “parent”
organization. These parent organizations include municipal, national non-profit, local
non-profit and regional organizations.
However, most organizations have multiple funding sources including: ticket/admission
fees and/or vendors fees (18 of 29); sponsorship (15 of 29); grants (9 of 29); donations (9
of 29); and fundraising (5 of 29).
Two organizations indicated that a portion of any profits they make from their festival or
event is “given back” to the community in the form of a donation or contribution to
another community event or organization.
Over half (15 of 29) of local festivals and events are free or include some free activities.
This demonstrates the importance, within the festival and event community of practice, of
providing experiences anyone can enjoy, with no financial barriers.
Funding was not a significant focus of this functional review beyond gaining a general
understanding of typical funding sources. However, it did emerge that on-going funding
versus yearly funding was greatly desired by organizations as this would facilitate longer
term planning and increase organizational stability. It was suggested by several groups
that transparency could be increased with respect to funding relationships with the
municipality.
Finally, the importance of contingency funds also emerged with respect to the ability of
organizations to manage unexpected shortfalls, expenses or emergency situations (e.g.,
bad weather, fewer sponsors). At least one organization has over time build a “rainy day”
fund through investments and that is kept as a reserve in case of annual shortfalls.
Marketing and Promotions


Most festivals and events target participants from Mississippi Mills and the Ottawa Valley.
By far, the most common target markets for local festivals and events are Mississippi Mills
residents and people living in the Ottawa Valley/National Capital Region. However,
several local festivals and events primarily target only residents of Mississippi Mills, while
12
at the other end of the spectrum, a few target much broader markets by reaching out to
Eastern Ontario and Western Quebec, and even national or international audiences.
Figure 2 - Festivals and Events by Target Market Area
Ottawa Valley / National Capital Region (18)
Mississippi Mills (5)
Canada Day Events
Santa Claus Parades
Terry Fox Run
Seniors Expo
Young Awards Foundation Gala





Eastern Ontario / Western Quebec (4)




Almonte Celtfest
Crown and Pumpkin Studio Tour
Fibrefest
Puppets Up! International
National / International (2)


















Almonte Fair
Almonte in Concert
Almonte Tea Dances
Art in the Attic
Canadian Cancer Society Relay for Life
Christmas in the Valley Artisan Show
Folkus
Handmade Harvest
Kintail Country Christmas
Light Up The Night
Maple Run Studio Tour
Mississippi Mills Bicycle Month
Naismith 3 On 3 Basketball Tournament
On Stage For Kids*
Pakenham Country Christmas
Pakenham Fair
Pakenham Frost Festival
Pakenham Home Show
 BusFusion
 North Lanark Highland Games



Almost all organizations used a combination of the following methods for marketing and
promotions: word of mouth, newspaper/print ads, posters, flyers and Facebook.
Radio, television (free interviews), the festival/event website, other websites and Twitter
were used by about 66% of organizations.
Less than 20% of organizations used bulk mail, schools, and other events.
Resources



Signage is the most commonly owned material asset however, several organizations own
other items often unique to their festival or event (e.g., kilts, basketball nets, teacups).
The matter of available space emerged with respect to three contexts: storage space,
office space and venues (both indoor and outdoor).
A lack of storage space for material resources and office space for festival and event
administration was raised by several organizations.
13


With respect to venues, several organizations voiced concerns with the cost and condition
of municipal and other venues. Venues are often seen as significant limiting factors for
festivals and event success due to expense or location challenges. Limited parking in and
around venues in the downtown core was another identified limiting factor. Barrier-free
access to venues for individuals with limited mobility was also noted as a concern.
A variety of desired resource improvements or acquisitions were identified, some of which
are venue related and others being material resources, that would facilitate the delivery of
festivals and events. As well, some of these items are specific to particular festivals or
events while others could benefit multiple festivals or events. This “Resource Wish List” is
included in Appendix A.
Organizational Capacity




Effective communications, teamwork, networking, event management, and marketing are
were frequently identified as organizational strengths.
Regarding whether organizations document the planning, coordination and delivery of
their festivals and events, 31% have no documentation regarding roles, tasks and
processes, simply keeping this information in people’s memories. Interestingly, this often
includes the festivals and events run by paid staff where the event is a routine part of the
job or with organizations that have longstanding volunteers who have been involved
enough times that the processes and procedures are “second-nature”.
However, 41% of organizations do document the key steps in planning, coordination and
delivery documented and another 28% have more fulsome and regularly updated
documentation on roles and responsibilities, critical paths, and processes. Volunteer
organizations may see documentation as a way to maintain consistency and
“organizational memory” in the face of volunteer turnover.
Many organizations spoke of the desire to have dedicated or paid staff to manage
administrative matters and marketing and promotions. However, most are not in a
financial position to do so. A few organizations do have one or two paid positions and
one organization has been able to hire temporary help through a federal job creation
program accessible for member organizations of Festivals Ottawa.
Organizational Management Processes


With the exception of an evaluation process of some type, most festival and event
organizations generally do not have established strategies or other organizational
management processes. This is likely due to limited time, limited experience or knowledge
of these organizational process, or little organizational consideration of the importance of
these aspects of festival or event management.
Sixty-two percent of organizations (18 of 29) have a review, lessons learned or evaluation
process in place. This typically takes the form of post-festival or post-event discussion on
what worked or didn’t work. These discussions are also typically documented to enable
reference for the upcoming year’s planning.
14




Just under one-third of organizations (9 or 29) indicated having a strategic plan or
guiding strategy and three additional organizations indicated this was something they
have initiated or are planning to undertake in the future.
Only 38% of organizations (11 of 29) indicated having dealt with risk assessment and risk
mitigation. In these cases the approach ranges from reactive management to situations as
they arise to deliberate risk identification and mitigation planning. In most cases
organizations indicated that risk is something that is discussed but typically no formal risk
plans or documents are developed. Risk tended to be interpreted as limited to financial
risks although some organizations did mention liability and security issues, and one
organization has developed an evacuation strategy.
Thirty-eight percent of organizations (11 of 29) indicated conducting impact assessments
although based on responses it is difficult to determine what organizations understood
impact assessment to be. Several organizations indicated that their impact assessments
are based on anecdotal information. It appears as though impact assessment was seen in
many instances as primarily participant satisfaction rather than a process where specific
objectives are set and subsequently monitored and measured to determine progress.
Only two organizations indicated having training plans and both of these are associated
with large national or international organizations that provide direction in this area.
Training


Only 31% (9 of 29) organizations indicated having some type of training related to festival
and event management or delivery. The most common areas of training mentioned
where volunteer management, event management, and marketing and communications.
Other areas mentioned included social media, organizational governance, customer
service, fundraising, and partnering.
The low rate of training cannot necessarily be interpreted as meaning organizations are
lacking certain skill sets. Many organizations indicated that rather than training board
members and/or volunteers, they seek out individuals who already have the needed skills.
That said there was still significant interest in pursuing training in the areas below. (The
figure in brackets indicates the number of organizations that indicated a need for training
in the listed area.)
o Risk management (7)
o Promotions/marketing/advertising (7)
o Social media (6)
o Volunteer recruitment/management (3)
o Succession planning (2)
o Measuring impact (2)
o Liability issues (2)
o Sponsorship (1)
o Event planning (1)
15
SECTION III: SUCCESSES AND COLLABORATION
Successes
Longevity or the ability to sustain a festival or event over a number of years was the most
frequently mentioned success by organizations. Organizations mentioned many other
successes and have been grouped into the areas list below.
o Creating a sense of community/community connection/community “ownership”
o Increasing festival/event attendance
o Giving back to the community or a cause (financially)
o Being a unique event that puts Mississippi Mills “on the map”
o Continuing to provide high quality performers and entertainment
o Evolving with the times and keeping things fresh
o Being financial sustainability
o Introducing people to the Town of Mississippi Mills who eventually move here
Collaboration
The Mississippi Mills Festival Consortium is based on the principle of collaboration and was
established because members recognize the advantages of collaborating. Examples of other
existing collaborations between festival and event organizations, and with other types of
organizations, were gathered during the functional review. They are highlighted in the
individual festival and event profiles found in Annex A: Mississippi Mills Festivals and Events
Profiles. As well some of these local collaborations are identified in Appendix B: Best Practices.
While existing collaborations are not extensive they do indicate that some festival and event
organizations are already benefiting from collaborative approaches.
Overall, the majority of functional review participants are interested in greater collaboration.
Twenty-one organizations are interested in joining or continuing as part of the Consortium
while only three organizations are not interested in joining the Consortium. The remaining
five organizations are potentially interested in joining but would like to know about the
Consortium (e.g., level of commitment involved, cost) before making a decision.
Reluctance to collaborate or join the Consortium may be related to some of the potential
challenges noted by organizations regarding collaborative approaches.
 Difficulty balancing the needs and perspectives of all Mississippi Mills communities
 Differing perceptions of what defines a partnership
 Challenge of ensuring mutual benefit for all
 Already limited business support for festivals and events
 Complexities associated with targeting different markets
 Possibility of creating greater pressures on existing volunteers
16
 Risk of expend precious time and effort for potentially small gains
Despite these concerns, the functional review process did serve to generate thinking on
potential synergies and ideas identified for potential future collaboration are summarized
below.
 Cross-promote through marketing and promotional material and support each other
through word of mouth
 Leverage festivals and events marketing capacity and encourage businesses to joint
market as well
 Share administrative resources
 Pool resources for software (multiple licences)
 Pool resources for shared material assets
 Develop a material assets lending library
 Establish joint training, workshops and brain-storming sessions
 Cross-post notices for volunteer requirements
 Volunteer for each other
 Work with Chamber of Commerce to engage with local business
SECTION IV: RECOMMENDATIONS
The following recommendations are based on an analysis of findings from consultations and
survey input as well as best practices and approaches presented in current academic
literature and the wider festivals and events community of practice. These recommendations
are intended to be concrete and actionable. In essence, they could form the basis of a work
plan for the MMFC over the next several years. The intent being that the recommendations
be acted upon during the timeframe that the MMFC has access to resources through the
Ontario Cultural Development Fund grant with the aim of building a culture of collaboration
and a set of tools for the local festivals and events community of practice that could be
maintained into the future with minimal on-going human resource requirements.
#1: Confirm and Communicate MMFC Structure and Governance


There is strength in numbers for an organization such as the Mississippi Mills Festivals
Consortium. Beyond existing members, many additional festival and event organizations
expressed an interest in collaboration and being part of the Consortium. However, to be
effective, the MMFC should establish a clear mandate, terms of reference and governance
structure. This should be done through open discussion amongst current members to
identify common goals and objectives. Such an exercise will build the trust that is crucial
to the functioning of inter-organizational group like the Consortium.
The Consortium should also determine the benefits of membership and the related
responsibilities and any required commitments in terms of time, money, human resources
17


or physical resources as well as whether there should be different levels of membership.
The Consortium should also consider who success will be measured. The current status of
the local festival and events community of practice outlined in Section II of this report
provides an excellent benchmark from which Consortium progress could be measured.
Once the mandate and governance structure have been established, a communications
strategy should be developed to share information about the MMFC to all local festival
and event organizations as a means to begin building a culture of collaboration and
sharing.
To facilitate the development of the MMFC it would be beneficial for the Consortium’s
human resource capacity to include program development and consensus building skills.
#2: Create an Online MMFC Information and Resource Hub

To facilitate information sharing and communications within the local festivals and events
community of practice, it is recommended that an online MMFC information and
resource hub be developed. This online hub could be an added to the existing “Explore
Mississippi Mills” website. Such a hub would serve as a location to advertise and promote
local festivals and events including an event calendar and function as a portal to an online
resource centre (e.g., BaseCamp) that could include a variety of tools such as:
o shared resource documents;
o a discussion forum;
o links to online learning resources, documents and websites (e.g., Slideshare,
YouTube videos, TedTalks);
o a resource lending library;
o a best practices inventory;
o event planning and management tools and templates;
o an online volunteer sign-up site (e.g., VolunteerSpot, Eventbrite, MeetUp,
Sparked)
o festival and event news updates; and
o Town of Mississippi Mills information relevant to festivals and events (e.g., venue
rental policy, municipal grant information).

An example of a festivals and events ‘microsite’ is the BruceGreySimcoe Festivals and
Events page which can be accessed at: http://www.brucegreysimcoe.com/FestivalsEvents/Home.
#3: Host a Festivals and Events Summit

As an additional means to build the festival and events community of practice, encourage
collaboration and provide learning opportunities, it is recommended that the MMFC host
a festivals and event summit. This summit would advance three aims. First, it would
provide an opportunity to share information on the MMFC and the results of the
functional review. Second, it would provide networking, information sharing and brain-
18


storming opportunities that would enable festival and event groups to get to know each
other, become comfortable and build trust, as well as provide opportunities to explore
potential links and collaborative opportunities. Finally, it would provide a venue for
learning opportunities through presentations by experts on critical issues such as:
volunteer recruitment; succession planning; and risk management.
Hosting a summit could be a potential source of funds for the MMFC if it were opened up
beyond Mississippi Mills to festival and event organizers in Lanark and Renfrew Counties.
An example of a Festivals and Events Summit hosted by the United Counties of Stormont,
Dundas and Glengarry on April 2, 2014 can be found at the following link:
https://www.eventbrite.ca/e/sdg-festival-events-summit-tickets-10392106069
#4: Build the Volunteer Base





Given the significance of low volunteerism rates on local festivals and events, it is
recommended that the MMFC advocate for and identify a community Volunteer
Champion. This person could be a local councillor, business person or volunteer however
they should have a substantial degree of positive influence and presence within the
community. A communications strategy focusing on key public and business events
should be developed at which the Volunteer Champion could promote the need for
festival and event volunteers. Individual organizations should also, if they have not already
done so, identify a volunteer champion within their own organizations.
Organizations should consider seeking volunteer support from businesses and other
organizations in place of sponsorship funds where possible. Once individuals from a
business or organization establish a personal connection with a festival or event through
volunteering, the business or organization may feel more invested and decide to also
contribute financially.
Individual organizations should look at opportunities to support each through reciprocal
volunteering at each other’s festivals and events. This could also provide excellent
opportunities to share event planning and management skills across festivals and events
community. At a minimum, agreements to cross-post notices for volunteers on each
other’s social media forums (e.g., websites, Facebook) would be a low-cost and minimal
time commitment for festivals and events to assist each other in recruiting volunteers.
The MMFC should host learning sessions for festival and event organizations on volunteer
program development (e.g., recruiting, training, retaining and recognizing volunteers)
and on succession planning (e.g., consideration of what positions are key, when they will
be vacant, and how to identify potential individuals and actively solicit their involvement)
in order to provide information and encourage organizations to initiate structured
processes in these areas.
With respect to succession planning, organizations often focus on bringing younger
individuals on board however consider should be given to older adults who may be
interested in engaging in the community. With shifting demographics older adults are
19


increasingly making up a larger and larger proportion of the population and could be a
valuable pool of volunteers. As well, often overlooked for volunteer opportunities are
individuals with developmental disabilities. These individuals are often equally interested
in engaging in meaningful community activities and could potentially fill some volunteer
requirements. With respect to both potential pools of volunteers, the MMFC could liaison
with organizations linked to the older adult population and to those who are supported
through developmental services for possible volunteer matches (e.g., Mills Community
Support, local churches, and service organizations).
The MMFC should encourage the use of event planning and management tools and
templates by organizations to lessen the workload on volunteers. Individuals may be
more inclined to volunteer if they know that resources and support are available to help
them succeed in their roles.
Lastly, implementation of a centralized online volunteer sign-up site linked to an online
information and resource hub as mentioned in Recommendation #2 would reduce
workload associated with volunteer recruitment and management.
#5: Develop an Inventory of Best Practices



An initial inventory of festival and event management best practices identified through
the functional review has been compiled in Appendix B: Best Practices.
It is recommended that the MMFC continue to maintain and build this inventory as other
best practices are identified from local, regional, national or even international examples.
This inventory should be housed and accessed through an online information and
resource hub as discussed in Recommendation #2.
#6: Develop Guidelines and Templates



The MMFC should, at a minimum, identify and share useful examples of guidelines and
templates from the broader festivals and events community of practice.
Further, based on the best examples, the MMFC should create a set of customizable tools
for member organizations to access and use. These guidelines and templates should
address areas including: strategic planning and objective setting; risk assessment and
mitigation; evaluation processes; audience analysis; audience satisfaction; performance
measurement and impact assessment.
These guidelines and tools should be housed and accessed through an online
information and resource hub as discussed in Recommendation #2.
#7: Develop a Resource Inventory

A resource inventory should be developed for MMFC members. The resource inventory
should include information and contacts for at least three areas:
o a list of material resources that festival and event organizations, or other
organizations, are willing to share (e.g., pop-up tents) along with loan policies and
procedures that need to be established;
20



o a list of local venues available for festivals and events, meetings, and storage; and
o a list of recommended contractors, service providers and vendors.
It is also recommended that the MMFC liaise with the Town of Mississippi Mills and other
local organizations (e.g., NLAS) to identify potential free or low cost office space and
storage space that may be available for shared storage of material resources owned or
shared by festival and event organizations.
The initial “Resource Wish List” that has been developed based on desired resources of
local festival and event organizations (see Appendix A) should be periodically reviewed
and updated by MMFC members. As well, it should be used for resource priorities setting
by both the MMFC and the Town of Mississippi Mills when funding is available for festival
and event related resource enhancement or acquisition.
Both the resources inventory and resource wish list should be housed and accessed
through an online information and resource hub as discussed in Recommendation #2. As
well, establishing a portal from the hub to an online booking protocol (e.g., Neighborrow)
should be investigated with the aim of centralizing and simplifying the sharing of
resources.
#8: Provide On-going Learning Opportunities



To take advantage of economies of scale, the MMFC should coordinate joint workshops
and seminars focusing identified areas of required training. Such sessions should be
offered during the festivals and events “off-season” in an effort to accommodate
organizations’ schedules.
Sessions could be offered on a cost-recovery basis for MMFC members or serve as a
potential source of funds for the MMFC if opened up beyond Mississippi Mills to festival
and event organizers in Lanark and Renfrew Counties or to organizations beyond the
festivals and events community that may have similar interests.
As discussed in Recommendation #2, through the use of an online resource hub (e.g.,
BaseCamp), a virtual learning centre for festival and event organizations should be
created by identifying and posting existing/no cost resources (e.g, SlideShare, YouTube
Videos, TedTalks) on festival and event management subjects areas.
#9: Undertake Joint Marketing and Promotions

Joint marketing was a commonly supported collaborative initiative. The notion being that
costs will be reduced if many organizations contribute to the production of shared
marketing materials. With 18 of 29 festivals and events targeting the Ottawa
Valley/National Capital Region there exists a clear opportunity to develop a joint
marketing and promotions strategy for this market. As well, festivals and events that
primarily target the Town of Mississippi Mills may be interested in participating in wider
marketing if they could do so for the same or less money. Groups with target market
beyond this area could still potentially see savings through a joint marketing venture
21


aimed at the Ottawa Valley / National Capital Region and use savings toward marketing
and promotions to their other, broader target markets.
A joint marketing strategy should build on the existing Town of Mississippi Mills efforts to
advertise multiple major summer and winter festivals and events concurrently through
print ads, radio blitzes, and events brochures. The strategy could also build on current
promotional outreach by Celtfest and Puppets Up! whereby their mascots attend other
local and regional events. The Town of Mississippi Mills mascot ‘Miss Mills’ could be
added to this group of mascots along with other local festival and event representatives
to highlight up-coming festivals in Mississippi Mills.
In developing success joint marketing tools and approaches, deliberate efforts must be
made to ensure each participating festival or event organization benefits equally.
#10: Encourage Financial Sustainability and Pooling of Financial Resources




Bad weather can dramatically affect the success of outdoor and even indoor events,
through lowered attendance. However, a literal “rainy day” is not the only reason festivals
and events may have funding shortfalls. Increased costs of services, performers, and
venues are equally significant reasons for festival and event organizations to establish
reserve funds to the degree possible. Having funds in reserve may prevent a festival or
event from having to fold as a result of circumstances beyond the organization’s control.
Reserve funds can also serve as self-funded bridge funds from year to year while awaiting
funds from other sources. As such, organizations are encouraged to identify an amount in
their annual budgets (where funders allow for this practice) to be set aside as a reserve.
Further, if liquidity of funds is not a significant concern, organizations are encouraged to
invest reserve funds in order to leverage these savings.
In relation to Recommendation #8, as a group the MMFC should consider practices such
as pooling funds for joint training and workshops on a cost-recovery basis or joint
fundraising opportunities such as extended workshops and seminars beyond MMFC
members for profit.
MMFC members should be encouraged to share information on grant opportunities and
continue applying for joint grant funding as successfully done in the case of the Cultural
Development Fund grant.
As discussed specifically in the context of joint marketing, festival and event organizations
should also consider other opportunities for savings through pooling of funds such as
shared material asset acquisition and joint contracting for services.
#11: Build Connections with Business, Tourism and Educational Organizations

In addition to establishing collaborative initiatives amongst festival and event
organizations, the MMFC should reach out to business, tourism and educational
organizations. As a starting point, MMFC should engage with the Almonte Chamber of
Commerce and the Pakenham Tourism and Business Association to share the results of
22





this functional review. This will provide an opportunity to discussion potential collaborative
initiatives between local businesses and festival and event organizations.
A specific initiative identified during consultations with the Almonte Chamber of
Commerce representative that should be further explored is linking local high school
students who need volunteer hours with festival and event organizations based on a
model used by the Carleton Place Chamber of Commerce.
Another potential initiative is to develop a map of Mississippi Mills businesses that have
jointly sponsored MMFC festivals and events. Such a map would be distributed
throughout the festival season to all respective festivals and event attendees thereby
providing marketing and promotion to both businesses and festivals and event
organizations over a period of several months to a variety of audiences. Also for
consideration is the notion of creating a similar map or other large business promotion
signs that could be posted on the back or side of buildings near the parks or fair grounds
where festivals and events take place. These signs would encourage festival attendees to
visit businesses in the downtown cores and throughout Mississippi Mills.
By establishing relationships with tourism organizations the MMFC could facilitate a better
understanding by the tourism industry of the local festival and event activities and
experiences. This in turn could ensuring marketing and promotion to appropriate target
markets and potentially open doors to explore joint marketing initiatives with tourism
organizations.
Establishing relationships with educational institutions in the region could facilitate
mutually beneficial research opportunities. For example, students in the Event
Management program at Algonquin College or the Sprott School of Business program
for Public Sector and Not for Profit Marketing may be interested in undertaking research
or examining case studies on such issues as visitor satisfaction, impact assessment, and
risk management.
Relationships with educational institutions may also aid in identifying students looking for
volunteer experiences related to their fields of study or potential employees for
organizations with the capacity to hire paid festival and event staff.
#12: Understand and Innovate

The academic literature on festival and event success emphasizes the need to continually
innovate and keep experiences fresh for attendees. This is what keeps audiences coming
back. Understanding the motivations and expectations of a festival or event audience is
not always easy for organizations. It is therefore recommended that the MMFC work to
identify tools that will help organizations understand their audiences. For example, the
Explorer Quotient tool used by the Canadian tourism industry
(http://quiz.canada.travel/caen/all-traveller-types) may be one such tool that could
facilitate this understanding.
23


Audience development is another area that should be a focus of training workshops and
online learning tools as discussed in Recommendations # 6 and #8.
With respect to innovation, the aim of implementing the recommendations in this report
is to develop tools and organizational supports that will result in a stable and
collaborative festival and events community that feels secure enough to attempt
innovative and exciting new things and ultimately lead to the continued longevity of
festivals and events in the local community.
Supplementary Recommendation: Review the Town of Mississippi Mills’ Relationship
to Local Festivals and Events
This recommendation is noted as “supplementary” because the issue of the relationship of
the Town of Mississippi Mills with the local festivals and event community which emerged
from the consultations and online survey input is somewhat beyond the scope of the
functional review. However, it is impossible to ignore in this context. In its recently developed
Cultural Plan and through the significant commitment the Town of Mississippi Mills has made
to the MMFC, it is clear that festivals and events are significant to the community. As such,
the following points are recommended for consideration by the Town of Mississippi Mills
toward the better functioning of festival and event organizations and delivery of the actual
festivals and events.



In the context of the Cultural Plan’s reference to the benefits of culture, including festivals
and events, the Town of Mississippi Mills should consider developing umbrella branding
for festival and event marketing that links to the Town’s overall cultural branding and
marketing strategy as well as developing an overarching festivals and events strategy with
a long term perspective with an emphasis on increasing resident engagement and
enhanced volunteer commitment.
Given the challenges festival and event organizations have regarding the cost of venues,
it is recommended that the Town of Mississippi Mills consider the possibility of reduced
venue rental rates for these organizations.
With respect to municipal grants it is recommended that the Town of Mississippi Mills:
o Examine the grant criteria and degree of consistently regarding which festivals and
events are funded through core budget funding versus those events required to
apply for annual funding through the municipal grant process;
o Examine grant criteria for “sponsorship funds for established community events and
festivals” that emphasizes economic benefits in light of the fact that festivals and
events provide significant social and cultural benefits in addition to often positive
but corollary economic impacts. The applicable section of the Policy on Municipal
Grants currently reads “Sponsorship funds may be given to organizations provided
that Council acknowledges that the municipality is obtaining an economic benefit
24
for funds given.” This focuses on the economic impacts of festivals and events only
does not typically align with the primary objectives of most festival and events and
nor potentially does it entirely align with the new Cultural Plan which in addition to
recognizing the economic benefits, also recognizes the inherent value of festivals
and events in providing a sense of community, opportunities for social gatherings
and celebration. All of which are fundamentally important to healthy and resilient
communities.
o Examine the degree to which the ability for Council to ask for repayment or carry
forward of sponsorship funding depending on the monetary success of an event
or festival impacts transparency in reporting and or simply discourages
organizations from applying for municipal grants. It should also be determined
whether this clause means that applicant organizations cannot establish
contingency reserves.
o Clearly state what is meant by a “grant”, “conditional grant” and “sponsorship
funding” in the municipal grant application form.
o Clearly communicate municipal grant criteria and deadlines directly to MMFC in a
timely fashion each year along with any policy amendments.
SECTION V: CONCLUSION
The large number, the great variety and the longevity of local festivals and events
demonstrate their significance in the cultural fabric of Mississippi Mills. However, local festival
and event organizations face volunteer challenges; tend to have effective governance
structures but weak capacity related to organizational strategies and processes; and function
within a community of practice where organizations generally work quite autonomously. The
establishment of the MMFC is a great stride forward in developing a stronger and more
resilient festivals and events community that works in parallel with the efforts of the Town of
Mississippi Mills. Implementing the concrete opportunities and actions identified in the
recommendations of this report will further strengthen the ability of organizations to continue
to deliver dynamic and innovative festivals and events.
25
APPENDIX A: RESOURCE WISH LIST
A variety of desired resource improvements or acquisitions were identified through the
functional review some of which are venue related and others are material resources that
would facilitate the delivery of festivals and events. Some items are specific to particular
festivals or events while others could benefit multiple festivals/events.
VENUE RELATED:
1. Better sound system at Almonte arena
2. Reduced rental rates for Town of Mississippi Mills facilities
3. Building renovations/winterizing of NLAS Agricultural Hall
4. Upgraded Electrical panel at Gemmill Park
5. Enhanced lighting at Gemmill Park
6. Improved accessibility to improve barrier free access for individuals with disabilities
MATERIAL RESOURCES:
1. New basketball nets
2. Risers
3. New Town of Mississippi Mills display boards or Town welcome/entrance sign where
festival signs can be hung leading up to events.
4. Street Banners
5. Pipe and drape for indoor event set up
6. Large indoor/outdoor projection screen
7. Shared storage areas
8. Large portable tent/canopy for movable outdoor stage
9. Portable heaters for use on stage at outdoor events
26
APPENDIX B: BEST PRACTICES
Environmental
 Celtfest has implemented a no water plastic bottles policy and provides a water cooler on
site.
Financial
 North Lanark Highland Games has invested funds over period of time and has established
a contingency fund to cover one-third of the cost of the games in case of bad year.
 Young Awards Foundation is considering the establishment of a dedicated fund in order
to build funds for distribution for art activities in Mississippi Mills schools.
 Celtfest has a fund that distributes funds to emerging musicians.
Giving Back to the Community
 Entry to the Christmas in the Valley Artisan Show is free however attendees can make a
voluntary donation (of goods or funds) to the Lanark Animal Welfare Society.
 Each year, the Seniors Expo organizing committee donates a portion of any profits from
the event back to a seniors’ initiative in the community (e.g., Hub Hospices, Day Away
Program).
Knowledge Exchange
 Celtfest and the Town of Mississippi Mills collaborate on canopy set up and security for the
Canada Day to Celtfest timeframe.
Marketing, Promotion, and Outreach
 Puppets Up! and Celtfest do live outreach at other events/festivals with their mascots.
 Art in the Attic cross-promotes with business on Mill Street and provides coupons for
these stores.
 Almonte Celtfest prepares a free business directory to promote local businesses.
 Local high school art students and professional guest artists are invited to participate in Art
in the Attic.
 Fibrefest participates in joint marketing and advertising with the Handmade Harvest Food
and Drink Show that takes place on the same weekend.
 The Town of Mississippi Mills includes many major festivals and events in its summer and
winter festival and event advertising campaigns.
 Handmade Harvest collaborates and cross-promotes with craft shows in Ottawa
(e.g.,Urban Craft).
 On occasion Puppets Up! collaborates with the Mississippi Valley Textile Museum to host
various shows and with JBArts to host puppet making workshops.
27
 The Town of Mississippi Mills and Town of Carleton Place aim to coordinate parade
themes so floats from each community can participate in each other’s parades.
Security
 The Almonte Judo Club provides overnight security at the Agricultural Hall for the Young
Awards Foundation Gala.
 Celtfest and Town of Mississippi Mills staff collaborate to provide security for the large
stage canopy in Gemmill Park during Canada Day and Celtfest.
Resource Sharing
 The large performance canopy acquired by Celftfest is available for use by other
organizations.
 The existing electrical panel in downtown Almonte was installed for Light Up The Night
and is now used by Puppets Up! Festival.
 North Lanark Highland Games garbage cans are used by North Lanark Agricultural Society
for the Summer Sunday flea market.
 Puppets Up! uses the North Lanark Agricultural Society grounds for parking during the
festival.
Volunteers
 To host the Kintail Country Christmas event, the coordinating group collaborates with
Mississippi Valley Field Naturalists, North Lanark Regional Museum and the Mississippi
Valley Textile Museum.
 The Ottawa River Power Company office is used for the event headquarters on the night
of Light Up The Night.
 Mississippi Mills Bicycle Month coordinators have collaborated with the Heart and Stroke
Foundation, the Lanark Leeds and Grenville Health Unit, Naismith Public School, and
Gilligallou Bird Store to make Bicycle Month activities happen.
 The Pakenham Frost Festival is only possible through the joint volunteer efforts of local
churches, schools, Horticultural Society, and sponsors along with the Pakenham Civitan.
 Army Cadets from Kanata help with the set-up, meal service, and tear-down for the Young
Awards Foundation Gala.
28