Editor's note:
After seeing a leaked version of his original report to the Hyack board, dated Sept. 3, former Hyack executive director Douglas Smith sent The Record an updated version of his report, dated Sept. 16.
In almost two years as Executive Director of the Hyack Festival Association, I have made many friends in the community. Along the way, I have made every effort to build honest, trusting relationships with key community stakeholders, city staff, and Mayor and Council. I am extremely proud of the partnerships that have been established with corporate sponsors and a wide variety of community groups.
As I began the process of connecting with the community, I received a great deal of feedback on our role in the community and our perceived organizational culture. Often times, the feedback was less than positive. The comments were apparently nothing new because, looking back at old files of previous strategic planning sessions going back more than a decade, it was noted that Hyack was viewed in the community as, and I quote, “elitist”, “an old boys club” and “resistant to change.” These perceptions were clearly an issue long before I arrived and may have played a role in the constant turnover of Executive Directors.
The alienation between Hyack and key partners within the community has turned out to be the single biggest challenge I have faced. While we have made significant inroads in changing long-held perceptions, the culture still remains. Until we can begin anew, the problems surrounding our perceived identity will remain.
Constitutionally, the Hyack Festival Association has not been acting under the standard policies and procedures of a non-profit organization whereby the Executive Director would be responsible for the day-to-day business operations of the organization and would be responsible for developing the annual budget with assistance from the treasurer. There have been numerous instances where the President made decisions and directed staff without the knowledge or authority of the Executive Director or the board. The treasurer has also made decisions on various expenditures without the knowledge or authorization of the Executive Director or Board of Directors. This should not occur within any properly structured non-profit board. A complete review of policies and procedures is required to clearly establish best practices for the organization so it can function properly and in a transparent fashion both administratively and financially.
With regard to the delivery of major festivals and events, an extensive audit of all events produced by the Hyack Festival Association was undertaken with a view to determine their relevance, capacity and financial viability. We solicited feedback on our events from community stakeholders, sponsors and unbiased observers. Again, the response was less than enthusiastic. Comments like ‘stale, “uninspiring” and ‘same old, same old” were a common theme. Responding to this criticism, we began to engage the community to determine a course of action.
Some decisions were made quickly with strong supporting rationale. The annual Easter Car Parade was eliminated due to a general lack of interest within the community, small turnout and the significant cost to the city in in-kind services (policing, road closures and traffic control) required to co-ordinate the event. The Uptown Street Fair was also removed from the calendar after discussions with management of the Royal City Centre, one of the major sponsors of the event. Royal City Centre indicated they were not interested in sponsoring the event unless it was changed significantly. They cited a lack of return on investment for the sponsorship dollars invested in the event.
It quickly became clear that Hyack faced significant challenges in the community. Optically, we were not being perceived in a positive manner. Our events were viewed as tired and redundant. Sponsors were not responding or were disenchanted because we were unable to deliver strong marketing value or worse, we failed to fulfill promised sponsorship obligations.
In an effort to respond to the community input, we began to map out a strategy to reconnect with the community, build new alliances and put in place a portfolio of annual events that resonated with the local community. In individual meetings with Mayor Wright and Council members, they expressed a desire to host events that would attract a regional audience and provide the city with positive, residual public relations benefits. In other words, “put the city on the map.”
In response, we went to work launching a series of exciting new events - Uptown Live, Concerts on the Quay, RiverFest and Uptown Unplugged while dramatically improving the artistic quality of the Hyack International Parade. The decision this year to present fireworks on Canada Day proved to be very inspired. Record crowds gathered on the boardwalk at Westminster Quay. Media response and community feedback to the introduction of these new events has been unanimously positive.
The Hyack Festival Association’s current portfolio of annual events has never been more relevant. However, this is no time to become complacent. In fact, it could be argued it is a time to chart a new path to ensure long-term financial stability.
To achieve our future goals, we must overcome numerous challenges. This year, the City of New Westminster announced it is conducting a review of the City Grant process which threatens the level of future funding. In 2013, the Hyack Festival Association received $140,000 plus an estimated additional $40,000 in in-kind services. The funding provided to us was by far the largest received by any community group in New Westminster. While gratifying to know we receive the largest amount, we have become a natural target of other community groups who envy our position and wish to receive a larger portion of city funding. It has created unnecessary animosity and was the impetus to urge the city to remove us from the City Grant program and instead shift to a 3 to 5-year fee for service agreement.
There was a time when Hyack was the sole presenter of major events in the city of New Westminster. That is no longer the case. We face many competing forces within our own community from organizations that are doing a great job of coordinating events. The Downtown New Westminster Business Improvement Association has an event coordinator on staff in addition to the Executive Director as does the Fraser River Discovery Centre. Both organizations have proven they are very capable of producing first-rate community events.
In his address to last year’s City of New Westminster Economic Forum, keynote speaker Bob Rennie remarked: “If you refuse to change, you run the risk of becoming irrelevant.” He was alluding to the City of New Westminster but could have been speaking of the Hyack Festival Association. In the event business, change is a constant. You must always be aware of new trends, be open to new ideas and be willing to take risks. Status quo is not an option.
This summer, the Hyack Festival Association began engaging in strategic planning sessions with the support and participation of the City of New Westminster. During these sessions, one word kept emerging – inclusiveness. It is apparent Hyack needs to become more inclusive. Census Canada statistics show that more than 80% of new residents in New Westminster are immigrant, many of which speak a second language. If we are to truly represent the changing social fabric of our community, we need to be inclusive, welcoming and open to change. Our recent effort to include a wide range of diverse multicultural communities in the Hyack International Parade illustrates my personal commitment to inclusiveness.
At our annual planning session in January, the Hyack Board of Directors voted unanimously to support a rebrand to Festivals New West. One of the many rationales put forward in an in-depth branding report was the simple fact the name – Hyack Festival Association – pigeon-holed the organization to a festival held during a two-week period in May, and did not reflect the fact we are now producing events on behalf of the city throughout the year. It was concluded Festivals New West better reflected the organization’s current business model. It is also important to note current Hyack sponsors endorse the rebranding initiative whole-heartedly and see the wisdom of a name change.
The name Festivals New West certainly has more relevance from a regional marketing standpoint and follows a model being adopted by numerous cities across the country. Right next door, the City of Burnaby has established Festivals Burnaby. As well, adjoining communities clearly see the need to modernize the delivery of major festivals and events with a new organizational model.
Festivals New West is certain to give the organization more cache within the local community. As an example, it aligns nicely with Tourism New West. Throughout Canada, many communities have adopted an economic development partnership whereby the city’s economic development office is aligned with the local BIA, Chamber of Commerce, Tourism Association and other key stakeholders. It is apparent that Festivals New West would align seamlessly with any collaborative, future economic development strategy.
By inviting partnerships and strategic alliances instead of focusing internally, we are likely to develop a stronger and more enduring position within New Westminster. We should strive to build partnerships with as many local groups as possible. Under my direction, we have cemented working relationships with Douglas College, Massey Theatre, Columbia Theatre, Hyack Football Club, KidSport New Westminster, Last Door Recovery Centre and Royal City Pride Society to name just a few. We have invited charities to participate in Hyack events for fundraising purposes with encouraging results.
Reaching out to the community with a sincere desire to partner is a strategy that is paying immediate dividends. It is essential we create a safe and trusting environment so that partnerships can flourish without restraint. Future festivals will provide a platform for local artisans, vendors and musicians so that local entrepreneurs and artistic talent are showcased whenever and wherever possible.
I was alarmed when I arrived two years ago that we had not developed relations with local charities and provided them with an opportunity to fundraise at our events. The only charitable connection was with the Greater Vancouver Food Bank where we collected a few boxes of non-perishable food items at the Christmas Parade of Lights. This represents a sad neglect in our duty and responsibility as a non-profit to give back to the community.
Working in direct partnership with City of New Westminster staff is a high priority. We encouraged staff to consider moving the annual City Hall Open House to the uptown area in order to better engage with the community. The result was the City of New Westminster Family Fun Zone at Uptown Live, a lively interactive zone featuring various city departments and services. It is an excellent example of how strong communication can lead to positive results.
In order to successfully execute major festivals and events, it is essential to have a youthful, energetic and reliable volunteer base. Hyack’s traditional core of volunteers is aging and no longer capable of fulfilling the list of volunteer duties required to coordinate large-scale events. A major volunteer recruitment campaign was launched this year in an effort to recruit new volunteers and breathe new life into the organization. We must continue to engage a new generation of volunteers.
In this vein, we need to ask ourselves whether the Hyack Festival Association has any ‘street cred’ within the community. Do we lack credibility among young people in New West? This lack of ‘street cred’ prevents us from connecting with youth groups and young people interested in getting involved in the organization. Our approach to engagement needs to change radically.
The vision we have embarked upon is clearly focused on the New Westminster community and not outside our boundaries. There has been increasing pressure from within the community over the past several years to curtail or eliminate out-of-province travel to festivals in the Pacific Northwest. Future funding may force a withdrawal from parade activities in the US, making it all the more important to have a viable business model in place here in our own community. An open discussion on participation in out-of-town festivals is necessary and arguably, long overdue.
To our valued past presidents and long-time Hyack members, you can be assured that the city’s events of historical significance have never been under threat. Events that we support including the Anvil Battery Salute and May Day celebrations should be viewed as high value assets that can be enhanced and strengthened through effective cooperation.
However, our vision DOES include a goal to create a strong administrative structure with clearly defined board roles and responsibilities, a more viable long-term business model and transparent financial reporting. We must always keep in mind that our primary objective is to serve the New Westminster community and justify the city’s investment in our organization. Ultimately, to meet the city’s mandate to spend the taxpayer’s dollars wisely.
One of my primary functions as Executive Director is to try and ensure continued financial support from our major funding source – the City of New Westminster. Every effort was being made to present the City with as compelling a case as possible for future funding at current levels.
Last year, for the first time, we prepared a PowerPoint presentation for Mayor & Council, complete with photo images and data of our events to support the formal written funding application. Previous funding applications were filled with self-congratulatory references but very little hard evidence of the real community and commercial benefits of Hyack events.
The City has been seeking clarity on all our expenditures and we must be prepared to present the City with a completely open and transparent report on spending. A report outlining float design and production and all related costs for in-and-out of province travel etc. was being formulated with a view to allow Mayor & Council, for the first time, to make an informed decision on supporting future parade activities. The City has been requesting this information for many years without success.
In response to underlying concerns that there is a movement afoot to have our organization transform into a city department, it should be made clear that is NOT part of our long-range strategy. In fact, what makes our organization unique is the ability to make independent decisions outside the directives of local government. We can take risks and respond rapidly to community input, something that would not be possible within the city hall structure and guidelines.
The Hyack Festival Association Board of Directors – traditionally comprised of friends and family members of board members and past presidents – has dictated the terms of employment for the Executive Director. The ED was expected to produce events in New Westminster for no other reason than to fulfill the obligations to the City of New Westminster in order to justify continued funding. If this was achieved, it would allow the board and past presidents to sustain their primary, self-indulgent goal of US travel and social events, all at the city’s expense.
Hyack has not arrived at its current situation overnight. It has been a slow and steady decline, years in the making, earmarked by benign neglect, sagging membership and continuing internal conflict within the organization. Long-time Hyack members and past presidents who have been quick to criticize should shoulder much of the responsibility for the steady decline. Their lack of involvement and participation in local Hyack events in favour of a singular focus on out-of-town travel has brought us to our current state.
There has never been any intent to cause a deep internal rift within the organization. Resistance to change at this point in our evolution makes little sense. There is mounting evidence the community strongly supports the modern, inclusive road we have chosen to travel. Editorials, letters to the editor and social media accounts all are demanding a new direction.
It is unfortunate the Hyack brand has been irreparably damaged by the events of recent weeks and the resulting infighting. We cannot ignore the rising tide of support within the community for the vision being formulated. The rationale for change is obvious and is supported by a majority of the board and key community partners. In order to restore the faith and confidence of the community, we must be willing to consider more than a cosmetic change. We are at a crossroads and in need of systemic change.
We have exposed the organization for what it is – and that is a tired, old-school social club whose priority is focused on parade activities, particularly travel to the US and the relationship with the Northwest Festival Hosting Association.
At the root of the current internal strife is the true mandate and purpose of the organization. Our principle focus should be the production of high quality annual events for the residents of New Westminster. Opposing board members believe our major objective should revolve around travel outside of BC, complete with red and green jackets promoting the Hyack Festival Association and not the City of New Westminster.
The issue of a Hyack float and US travel has been building for years! Civic leaders have long questioned the Hyack culture, politics, motives and privileges. ‘Old-boys clubs’ have been coming to an end in communities everywhere especially in a nation like Canada that is setting the standard worldwide for multiculturalism and tolerance. New Westminster deserves better!
The rogue board members who have orchestrated this attempted coup grossly underestimated the courage and commitment of the board majority. The Executive Committee members assumed the Executive Director would exit quietly and that the board would fall in line in typically passive fashion. They were wrong – dead wrong – and it is costing the organization dearly.
Change does not need to be immediate. It is important that we reach a consensus among all parties to ensure the process is open and transparent. Understanding the issues and challenges we face is fundamental to building consensus. Paying homage to the organization’s 40+ year history is also critical as we move forward.
It is rather evident that a small group of Executive Committee members and Hyack past presidents are attempting to hijack Hyack against the will of the current Board of Directors in order to maintain the status quo. With a focus aimed at maintaining their own VIP perks, privileges and special status, we ask one simple question: We’ve described our inclusive vision for New Westminster – what is YOUR vision for the city and who supports it?
In summary, it is rather apparent it is time for new leadership, new purpose and time to stop the revolving door of Executive Directors. The Hyack we have experienced may look a little different in the years to come but it will be no less important to the community.
Let’s all take a step back and let Festivals New West chart its own course!
