What happened at TanaCon: the Fyre Festival of the YouTube Community

Chances are, if you’ve been on Netflix or Hulu in the past few months, you’ve heard of Fyre Festival, the failed music festival that swindled employees, investors and ticket-buyers out of millions of dollars. If you haven’t checked out one of the documentaries about the event already, I highly recommend that you do.

In this post, however, we’re going to be talking about another event that left people with severe buyer’s remorse: TanaCon. Here’s the breakdown of the failed convention in Anaheim, California that is now being called the  “Fyre Festival of the YouTube Community.”

The Truth About TanaCon infographic. This infographic breaks down what happened leading up to and after the failed TanaCon event.

Since the initial reaction after the failure of TanaCon, there have been a few developments. More than a month after the event, Tana finally released an hour-long apology and explanation video — a video for which she faced extra criticism for monetizing (a.k.a. allowing the video to have YouTube advertisements from which she would receive monetary gain).

Eventually, refunds became available to event-goers, though a class action law-suit is still being considered by some.

Good Times Live has since transitioned from live events to digital content, changing their name to Good Times TV and charging $7.99 for subscriptions (although what content they actually have remains a little ambiguous).

I’m not sure what lessons can be learned from TanaCon: but I do know that, like in the case of Fyre Festival, allowing inexperienced people to plan a large-scale event in a crunched period of time is, has been and always will be a terrible idea. When you have a 20-year-old YouTube star and 21-year-old self-proclaimed “event specialist” try to plan a large convention in three months, bad things are, inevitably,  going to happen. Was it fraud? Who knows. But it was definitely a recipe for disaster from start to finish and, unfortunately, the TanaCon event-goers paid the price.

There’s definitely a lot more to this story than what I’ve been able to cover here, so I encourage you to check out the links below for more information and first-hand accounts.

And now I leave the question to you: do you think that TanaCon was just mismanaged, or was fraudulent activity at play here? Leave your opinions in the comment section below.

Infographic Sources:
New York Magazine:A Mouth to Hell Opened This Weekend at TanaCon, a Fyre Festival for the YouTube Set
Reach for the Stars (blog): Tanacon a timeline of how a great idea became a nightmare.
Engadget: Anti-VidCon event ‘TanaCon’ was an absolute disaster
Inverse: TanaCon Has Started Issuing Refunds, but Some Still Want a Lawsuit
Tana Mongeau (via Youtube):
Shane Dawson (via Youtube):

Three things we can learn from “Blackout Bowl” 2013

There’s something you should probably know about me: I’m not really a “sports person.” It’s not that I don’t like sports, it’s just whenever there’s a choice between watching a live sports game on TV or watching, say, How I Met Your Mother reruns for the 5th time, I will choose Ted Mosby every single time. Without fail.

Photo with NFL Super Bowl trophy and confetti

Image via Pixabay

That being said, there is definitely an exception to this rule: the NFL Super Bowl, America’s biggest night for football — and television. The Super Bowl is kind of a halfway point where people who love sports and people who couldn’t care less about sports can come together and watch something they both enjoy. Whether it’s the actual sports, the halftime show or the “let’s-make-a-mini-movie” advertisements, I firmly believe that there’s something for everyone as far as the Super Bowl is concerned.

Even on football’s biggest night, however, mishaps can still occur — and did occur, in 2013. During Super Bowl XLVII (a.k.a. 47, for those like me who can’t read Roman numerals) while the Baltimore Ravens were leading the San Francisco 49ers 28-6, the lights in the 73,000-seat Mercedes-Benz Superdome in New Orleans, Louisiana went out with thirteen minutes left in the third quarter.

Photo showing croud of people in the blackout

Image via Pixabay

The majority of lights were out in the stadium for about 34 minutes, which resulted in the postponement of gameplay and the interruption of all international television broadcasts of the game. Eventually, employees from SMG — the company that runs the Superdome — and officials from Entergy — the utility company that powers the Superdome — were able to get the power back up, and the game continued on from there, with the Ravens ultimately beating the 49ers 34 to 31.

Unfortunately, at that point, the damage was already done. Spectators both in-person and watching at home expressed verbal frustration with the situation. Players on both teams also expressed their dismay with the power outage, with players on the Ravens saying that the outage caused them to lose momentum and a player on the 49s saying, “it just took us longer to lose.”

While this incident is somewhat tame compared to the other event fails I’ve covered (at least in terms of mortality and morbidity), there are still several lessons that we as event planners can learn from Super Bowl XLVII:

1. Don’t play the blame game. Ever.

As soon as the lights came back on, speculation began about the cause of the blackout. From possible threats of terror to player conspiracies to Twitter confessions, a lot of theories were passed around. Neither SMG nor Entergy really stepped up to take responsibility for the cause of the blackout, with SMG offering a somewhat lukewarm ( in my opinion) apology for the incident and Entergy insisting that they weren’t to blame.

Eventually, an independent report written by Dr. John A. Palmer of Palmer Engineering & Forensics showed that a newly installed switchgear — manufactured by a company called S&C Electric — had a relay (device that causes the switchgear to turn off if it reaches a certain amperage) with its factory setting limit set too low for the stadium, so when the amperage got too high, it just did what it was built to do — it shut off.

Even though no party was wholly to blame in this instance — it was definitely a group effort — it didn’t matter in the end. It looked much worse that each company was hesitant to take accountability for the incident: especially to the layperson, who most likely doesn’t know how a switchboard works (and I still don’t, to be honest). When in doubt, take accountability and investigate quietly in the meantime. The truth will eventually come out — but it looks far more sincere to hold yourself accountable than for you to hide behind excuses, justified or not.

2. Manage rumors and speculation with the truth — and do it quickly.

As previously said, speculation began pretty quickly about the cause of the blackout. A possible terror threat was debunked pretty quickly, but a theory from Ravens linebacker Ray Lewis quickly picked up traction after the game. Here’s what he had to say:

“I’m not gonna accuse nobody of nothing — because I don’t know facts. But you’re a zillion-dollar company, and your lights go out? No. No way . . . You cannot tell me somebody wasn’t sitting there and when they say, ‘The Ravens (are) about to blow them out. Man, we better do something.’ That’s a huge shift in any game, in all seriousness. And as you see how huge it was because it let them right back in the game.”

This theory was given even more attention when 49ers coach responded to the theory on Twitter.

Picture of Coach Jed York's Twitter Response

Image via Twitter

Now, I’m not sure how many people actually believed this theory, but it certainly didn’t help clear up the speculation that no clear cause of the blackout was announced until the official report a month later. It’s important to wait for the truth — but you need to be diligent in the meantime to quash any rumors that are out there. As we’ve learned from Bruce Hennes of Hennes Communications, when dealing with a crisis situation, you need to do three things: tell the truth, tell it all and tell it first.

3. Emergency and security measures MATTER.

One positive thing I can say for Super Bowl XLVII’s crisis wasn’t as catastrophic as it easily could have been, in terms of safety. No major injuries or deaths occurred, and there was no mass panic that could have ultimately led to more chaos.

This was due, at least in part, to the emergency and security measures that SMG put in place for the game. When the power went out, an announcement was immediately made that the Superdome was experiencing an interruption of electrical service and officials and safety personnel encouraged fans to stay in their seats — which, for the most part, they did. Everyone was calm, which shows, to me, that security members at the game were well prepared and the emergency plans were well thought out. That’s so important for a large scale event like this: you might not be able to plan for everything, but you can plan your response to a high-stress and high-risk situation.

Now I turn the question to you: what else do you think that we can learn from Super Bowl XLVI? Is there anything you think the event planners should have done differently? Let me know in the comments below.

1.5 Million Mistakes: the Unintended Consequences of Balloonfest ’86

How does one plan for the worst?

As event planners, we have to account for thousands of different possible outcomes of an event and how to respond to each. What if it rains? What if your talent cancels at the last minute? What if the food you ordered gives everyone food poisoning? There are millions of things that can go wrong, and it’s incredibly difficult — and some might say impossible — to plan and prepare for all of them.

But just because you might not think to plan for it, doesn’t mean it won’t happen — and, subsequently, cause disastrous results. Sometimes, good intentions just aren’t enough to make an event run smoothly. Perhaps no one knows this better than the planners of the Balloonfest ’86 in Cleveland, Ohio.

Source: The Atlantic via Youtube

The World Record

In 1986, the United Way of Greater Cleveland was looking for a fun and exciting way to kick off its annual fundraiser. The organization ultimately landed on the idea of “Balloonfest,” which aimed to break the Guinness World Record for the largest-ever mass balloon release (the record had been set at one million the previous year in Anaheim, California for the 30th anniversary of Disneyland).

United Way hired Glass House Balloons, the Los Angeles-based company that planned the Disneyland Balloon launch, to plan and set up the event in downtown Cleveland. Project Manager Tom Holowach said that planning the event took six months and that he moved to Cleveland for the last month of planning. In a Gizmodo “Ask Me Anything” (AMA) in 2014, Holowach said this about his role in the planning stage:

A picture of Public Square in Downtown Cleveland

Image via Pixabay

“We were given exactly one quadrant of Public Square in Cleveland in front of Terminal Tower (Cleveland’s ‘Empire State Building’). After many meetings with Cleveland authorities, they told me it had to conform to the same building codes as a permanent structure. I found a great civil engineer who took my design and really knew how to calculate wind load and bearing weight and beefed it up to withstand a 60 mile per hour wind. It seemed like overkill… until the night before the event when we had a gust of 60 to estimated 90 mph blow through downtown in a rare microburst.”

A Storm on the Horizon

After months of planning, the day of Balloonfest ’86 finally arrived on Saturday, September 27. An estimated 2,500 students and volunteers spent the morning and early afternoon in Public Square filling balloons with helium inside of an enormous block-wide white plastic balloon bin with a one-piece net of woven mesh material (to keep the balloons from flying away prematurely).

Though United Way had originally aimed for two million balloons to be launched, an approaching thunderstorm cut the festivities short. So — ahead of schedule — United Way By the launched nearly 1.5 million balloons, surpassing the world record and just barely beating the storm.

What Goes Up, Must Come Down

A mass pile of balloons representing Balloonfest '86

Image via Pixabay

Several unintended consequences resulted from the Balloonfest ’86. According to the Cleveland Plain Dealer, several traffic collisions were reported, “as drivers swerved to avoid slow motion blizzards of multicolored orbs or took their eyes off the road to gawk at the overhead spectacle.” Burke Lakefront Airport also had to shut down for nearly 30 minutes because the cloud of balloons created an obstruction to the visibility of the runway.

On a weirder note, a Montville Township woman named Louise Nowakowski’s also ended up suing United Way after the event, claiming that her “prize Arabian horses suffered permanent injuries when they were spooked by the balloons released.” Crazy, I know.

But the most tragic consequence of the event was far greater than spooked horses. The same day as the balloon launch, two fishermen, Raymond Broderick and Bernard Sulzer, were reported missing by their families after they had gone out on Lake Erie the day before and failed to return. Their 16-foot boat was found anchored just west of the Edgewater Park break wall.

The Coast Guard had just begun to organize the search party for the two fishermen when a storm with 60 to 90 mph wind blew thousands of balloons from Balloonfest into Lake Erie, making it nearly impossible for the Coast Guard to differentiate between the balloons and a potentially stranded fisherman bobbing in the water.

The Coast Guard eventually called off its search two days later, and the bodies of the two fishermen washed up on shore two weeks after that.

Even though the event itself met its objectives — it actually did end up breaking the world record, and still holds that title today, somewhat surprisingly — the aftermath of the event ensured that Balloonfest ’86 will always be remembered in infamy. While the event planners never could have foreseen their part in the deaths of Raymond Broderick and Bernard Sulzer, it’s something that stained their reputations, and their consciences, for the rest of their careers.

So how does the savvy event planner plan for every worst-case scenario? The short answer is you can’t. But you can plan for the top ten or twenty most-likely worst-case scenarios, and go from there. And if Balloonfest ’86 taught us anything, it’s that if the potential risks are higher the potential reward, you might want to rethink your idea in the first place. Also, anything that causes air obstruction and mass littering? That’s probably a no-go.

But that’s where I pose the question to you: do you think Balloonfest was worth it? Was there any way that United Way and Glass House could have avoided these consequences? Let me know in the comments below.

Two Music Festivals that Influenced Event Planning Forever

A tie-dye photo as a representation of Woodstock and scary trees as a representation of Altamont

How do we define failure in terms of event planning?

It may seem like a simple question — after all, it’s not super hard to measure where an event went wrong. Bodily harm of attendees, personal damage to items or equipment, or just general poor planning can do a lot to determine the perceived success or failure of a large-scale event. But what if it’s not always that simple?

In this first post, I’ll be looking at two famous events: Woodstock, which is known as one of the most integral events of the 20th century; and its antithesis, Altamont, which is credited as “rock and roll’s all-time worst day.” These two festivals have far more in common than we give them credit. So why is one considered a success and one isn’t? By answering this question, we can better define what makes an event a failure.

The One that Defined a Generation

A photo of a girl holding up her hands in a heart shape to represent Woodstock Music Festival

Image via Pixabay

In August of 1969, at the end of arguably one of the most musically-creative decades of all time, a new, unheard of music festival was hosted in the small upstate New York town of Bethel. That new, unheard of music festival was called Woodstock.

The festival, which boasted large musical icons like Creedence Clearwater Revival, Janis Joplin and Jimi Hendrix  — some of my all-time personal favorites, I might add — lasted three days straight and brought in over 400,000 people. Woodstock is heralded by the New York Times as “A Moment of Muddy Grace.”

The One that Ended the Party

A photo of old police tape to represent Altamont Music Festival

Image via FreeImages

In December of that same year, another counterculture music festival was hosted in Tracy, California at the Altamont Race Park. The festival, known as the Altamont Speedway Free Festival or just Altamont, was expected to perform well, occurring just four months after the success of Woodstock. In fact, some anticipated that it would be a “Woodstock West.”

Like at Woodstock, several large bands and performers were slated to sing, including Jefferson Airplane, Crosby, Stills, Nash and Young, Santana and the Rolling Stones. Unlike Woodstock, a fight broke out between festival goers and security that resulted in the stabbing death of 18-year-old Meredith Hunter and the injuries of several others. After the incident, Rolling Stone Magazine deemed the festival, “rock and roll’s all-time worst day, December 6th, a day when everything went perfectly wrong.”

These two music festivals, while seemingly at opposite ends of the event planning spectrum, have more in common than you might think. First, both had far higher turnout than expected — Woodstock had over 400,000 attendees when they expected less than 200,000, and Altamont had over 300,000 people when their capacity was about 240,000. This resulted in a lack of shelter, food, water, health supplies and sanitary waste receptacles at both festivals. And traffic overflow at Woodstock got so bad that some people just got out and left their cars in the middle of the road. Yes. Really.

Second, although Altamont is more infamous for it, both festivals were no stranger to injury and even death. Both festivals had high numbers of bodily injury, heatstroke and overdose; Woodstock even had three deaths occur during the festival: two from overdose and one person who was run over by a tractor.

So why is one heralded as a success and one as a failure? I believe it boils down to three reasons:

1. Expectations

Woodstock was arguably the first of its kind, meaning that there were little to no expectations of success going into it. The people that planned Woodstock had only planned a handful of other music festivals before, and no one expected would do as well as it did — which is why it was such a surprise when it became an icon on the counterculture.

Altamont, on the other hand, was riding on the coattails of Woodstock’s success. This meant that the pressure was on to live up to the legacy that Woodstock created. Even if nothing major had gone wrong at Altamont, those shoes would not have been easy to fill and could have very well have been considered a failure no matter what.

2. Bad Hires

Neither Woodstock nor Altamont used police officers as security — counterculture and hippie culture were often seen as an enemy of the police, apparently, so neither festival wanted a police presence to put a damper on the moods of event-goers. So, instead, Woodstock hired a hippie commune from New Mexico called the Hog Farm (yes, that’s the real name) to run security and provide free meals. Altamont, however, took a different route.

Instead of hiring police officers — or an existing group within the hippie culture, like at Woodstock — Altamont planners decided to hire the Hells Angels, a west-coast motorcycle gang known for its violent tendencies and illegal activity. I think it says a lot of about the culture of the time that the Hells Angels were considered a better option than police for security, and, ultimately it was because of this decision that Meredith Hunter was killed in the first place.

3. Media Spotlight

Since Woodstock was so unknown, few news outlets outside of the state of New York covered the event. A documentary was filmed during the festival that documented some of its pitfalls but wasn’t released until late 1970, well after word had spread of Woodstock’s perceived success — mostly through word-of-mouth.

After missing an opportunity at Woodstock, however, news outlets from across the country flocked to Altamont, which put the festival — and it’s pitfalls — under a much more intense spotlight. Another documentary was filmed at Altamont which, unfortunately, caught Meredith Hunter’s death on camera, bringing photo and video evidence of the carnage right into people’s living rooms.

So, as event planners, what can we take from looking at these two events? I think the lesson that can be learned here is that successful events and failed events can share a lot more characteristics than we realize. This can make event planning scary — because ultimately, the main thing that prevented Woodstock from turning out like Altamont was sheer dumb luck. Personally, I think that if either festival were held the same way today, they would both be considered failures.