Every festival – whether a music extravaganza, a food fair, a film fest, or a local cultural celebration – offers a goldmine of lessons once the last attendee heads home. Seasoned festival producers understand that an event doesn’t simply end when the gates close; it’s followed by a critical phase of reflection and learning. After-action reports (also called post-event debriefs or post-mortems) are the tools that capture these lessons and turn them into real improvements for future festivals. In the fast-paced festival world, learning is the real deliverable of every event.
This guide distills decades of festival production experience – from intimate boutique gatherings to global mega-festivals – into practical steps for crafting after-action reports that truly change behaviour and outcomes. By systematically reviewing what happened, why it happened, and how to do better, festival teams around the world have transformed slip-ups into successes. The goal is simple: make each festival better than the last, for attendees, staff, and the community.
Why Bother with After-Action Reports?
An after-action report is more than just paperwork – it’s the bridge between one festival and the next. Festivals from Glastonbury in the UK to Coachella in the US, and from Oktoberfest in Germany to Cartagena International Music Festival in Colombia, all evolve year by year by analysing feedback and data. These reports document what worked well and what went wrong, providing a blueprint for improvement. For instance, Burning Man’s organisers publish an official AfterBurn Report each year, giving participants and the public an overview of the event’s operations, objectives, and obstacles (burningman.org). By sharing their ups and downs openly, they set a tone of continuous improvement and transparency.
Importantly, after-action reviews foster a blame-free culture focused on improvement. The emphasis is on what happened and how to fix it, not who made a mistake. This approach encourages honest input from the whole team. Veteran festival producers often remind their staff that every challenge is a system issue to be solved, not a personal failure. By keeping the tone constructive, you create a safe space for volunteers, crew, and partners to speak up about issues they noticed. In turn, this honesty feeds better solutions.
Now, let’s walk through how to create an after-action report that will drive real change in your festival organisation, step by step.
1. Compile Data, Quotes, and Photos within 72 Hours
Don’t wait – time is of the essence once your festival wraps up. Memories fade fast, and critical details can slip away if not captured immediately (www.eventsair.com). Aim to gather all relevant information within 72 hours after the event:
– Hard Data: Start by collecting quantitative data from all systems. Ticketing and entry statistics, attendance numbers, bar sales, merch sales, and any RFID or scanning data are fundamental. If you used a robust ticketing platform (for example, Ticket Fairy), export reports on attendance peaks, ticket scans, and demographics – these figures will help diagnose crowd flow and engagement patterns. Also gather operational data: schedules, transport logs, security incident reports, weather reports, and any noise meter readings if applicable.
– Feedback and Quotes: Next, capture qualitative feedback while the experience is fresh in everyone’s mind. Deploy attendee surveys as soon as possible (many festivals email a feedback form the day after the event). Comb social media for unfiltered attendee reactions – tweets, Instagram comments, Reddit threads – and note recurring praise or complaints (for example, “Lines at the water stations were too long” or “Loved the new stage layout!”). Internally, host debrief chats with your core team, volunteers, vendors, and artists. Encourage everyone to be frank about issues and highlights. Jot down memorable quotes or specific anecdotes (e.g., a security team member noting, “We ran out of wristbands at Gate 2 on Saturday”).
– Photos and Videos: A picture is worth a thousand words in an after-action review. Gather photographs and videos from the festival that illustrate key points – both good and bad. Did a particular area get overcrowded? A photo of that crowd crush at 8 PM speaks volumes. Likewise, photos of happily engaged families at a cultural booth or a smoothly running entry gate can underscore what went well. Many festivals also use drone footage or CCTV recordings to later analyze crowd movements and site layout effectiveness. Make sure to archive these visual assets immediately (with date/time stamps and notes) before they get lost in the post-festival shuffle.
By compiling this evidence within a couple of days, you ensure accuracy while the event is fresh in everyone’s mind (www.eventsair.com). The quicker you gather information, the more honest and detailed it will be. One veteran event team quips, “if you wait a week, you’ll only remember half the story.”
Tip: During the festival itself, encourage teams to take brief notes or voice memos on issues in real time (when safe to do so). Those quick notes (“Stage B power lost at 3 PM, fixed in 5 minutes by generator reset”) will be gold later when writing the report.
2. Rank Issues by Severity and Cost
Once you have a mountain of data and feedback, the next step is to make sense of it. Not all problems are created equal. A smart festival producer will rank issues to decide what needs urgent attention and what can be scheduled for later improvement. Two key dimensions to consider are severity and cost (or effort):
- Severity (Impact): How big was the impact of the issue? An issue affecting safety or legality (e.g. an overcrowded exit causing a dangerous bottleneck) is extremely severe and must be addressed before the next event – no excuses. Other high-severity issues might include anything that significantly damaged attendee experience or the festival’s reputation: for example, a major artist no-show due to scheduling miscommunication, or dozens of attendee complaints about fraudulent tickets. Medium severity issues could be things like long food lines or minor sound bleed into a nearby stage – inconveniences that annoy attendees or neighbors but didn’t halt the show. Low severity issues are small glitches that only a few noticed (a typo in the programme, or one vendor out of 50 running out of an item early).
- Cost (Resources Required): Next, gauge the cost or effort required to fix the issue. Cost isn’t just money – it’s also time, manpower, or political capital. Some fixes are “low-hanging fruit.” For instance, if feedback shows confusion about recycling bins at your green festival, a low-cost fix might be better signage and staff briefing – cheap and easy by next year. On the other hand, something like “not enough parking space” might imply buying land or negotiating new lots – a high-cost endeavor that might take longer or need city approval.
Now, prioritize by mapping these two factors. Many teams use a simple chart or table to categorize issues:
– High Severity, Low Cost: Top priority. These are critical problems that are relatively easy to fix – a dream scenario. For example, if many attendees say they didn’t know about a schedule change because of poor announcements, the fix could be as simple as improving your communication protocol (invest in a better festival app push notification and more signage). It’s vital to address these before the next festival because they greatly improve safety or satisfaction without breaking the bank.
– High Severity, High Cost: Must address, with planning. These are major, mission-critical issues but will require significant resources or time to solve. An example might be inadequate emergency exits in a venue. Solving it could mean construction or a new layout, which is expensive – but it has to be done for safety. Begin planning these fixes early, seek budget approvals, and possibly break them into phases. A case in point: after a tragic crowd crush in 2000 that caused multiple fatalities, Denmark’s Roskilde Festival organizers issued a detailed safety plan for the next year (abcnews.go.com), investing heavily in new crowd management measures. That was a costly but absolutely necessary response to a high-severity issue, and it set new safety standards for festivals worldwide.
– Low Severity, Low Cost: Quick wins. These minor issues won’t make-or-break the festival, but since they are easy to fix, you might as well do them. They often fall through the cracks if not noted – for example, fixing a typo-ridden FAQ on your website or adding a few more picnic tables in the kids’ area. Tackling a bunch of these small wins can together boost the overall experience.
– Low Severity, High Cost: On the backburner. These are issues that had minimal impact and would be expensive or difficult to address. They might not be worth the resources right now. For example, a few attendees might wish for a permanent shade structure over part of the grounds (nice to have, but costly). Log such items for consideration in long-term improvements or if you ever secure a bigger budget, but don’t let them distract from the critical fixes.
By ranking issues this way, you create a clear picture of where to focus your energy. Focus on the big-ticket problems that matter most to safety, compliance, and attendee happiness, balanced against what your festival can afford to do in time for the next edition.
For example, at a recent multi-genre festival in Mexico City, organizers found through feedback that sound bleed into nearby residential areas was a serious concern (high severity: it threatened their venue licence). Mitigating it – by investing in directional speaker systems and adjusting stage orientations – was pricey but non-negotiable. Meanwhile, they also noted complaints about limited vegan food options. That was lower severity and moderate cost; it got scheduled as a nice improvement (adding more vegan vendors) once the critical issues were budgeted.
Another scenario: Splendour in the Grass 2022 (Australia) suffered from extreme weather that turned the site into mud, causing transport chaos and a day’s cancellation. Many issues emerged, from shuttle bus failures to waterlogged stages. The severity was sky-high for patron safety and experience. The organisers promptly apologised on social media and offered partial refunds. They explained what happened and vowed to improve weather contingency plans. While attendees were still upset, many acknowledged the gesture and were willing to give the festival another chance because the organisers owned the problems. Some fixes (better weather contingency plans, improved drainage on-site) are high cost and underway; others, like clearer communication to attendees about weather and what to expect, were low cost and implemented immediately. By ranking the multitude of feedback points, the Splendour team could tackle safety and logistics first while also planning longer-term site improvements.
3. Assign Owners and Deadlines to Each Action Item
A report means little if it doesn’t lead to action. After prioritizing issues to address, make sure every improvement has an “owner” and a timeline. This is where you transition from analysis to accountability.
Assigning ownership means deciding who is responsible for implementing each solution. For every problem you intend to fix or change:
– Pick a specific person (or department) who will lead that effort. Write their name next to the item in the report.
– Be clear about expectations: describe what solution or outcome is needed.
– Set a deadline for completion, or at least a check-in date. Ideally, this is well before your next festival, so you have time to test changes.
For example, if “long entry lines on Day 1” was a major issue, assign it to your Operations Manager or Volunteer Coordinator – whoever oversees gate staffing and logistics. The action might be “Refine gate entry process and add more staff training for peak hours,” with a deadline of, say, three months before the next festival (in time for ticket sales ramp-up). If “headline artist started late due to soundcheck delays” was an issue, task your Stage Production Lead to revise the main stage schedule and soundcheck procedures, due in the planning phase of the next lineup announcement.
When assigning, it helps to also note who needs to be consulted or informed. Large festivals sometimes use a RACI chart (Responsible, Accountable, Consulted, Informed) to map this out (www.linkedin.com). You don’t have to get that formal for smaller events, but the principle is the same: make it crystal clear who will do what by when. This clarity prevents the classic “I thought someone else was handling that” problem.
Deadlines turn good intentions into concrete results. Without a timeframe, even urgent improvements can slip through the cracks until it’s too late. Incorporate these deadlines into your overall festival production timeline. Some fixes might need to happen immediately (e.g., hiring a new security firm might be done 12 months out, right after the report, to lock them in). Others could align with your regular planning milestones (e.g., facility upgrades done 2 months before gates open, or new volunteer training modules ready at orientation time).
To keep everyone on track, fold these action items into your project management system – whether that’s a shared spreadsheet, a Trello board, or an event management software. Many successful festival teams hold a follow-up meeting or check-in specifically on after-action items a few weeks or months after the initial debrief. This ensures owners have started on their tasks. It’s also wise to have a final review of all open items as you gear up for the next festival, so nothing crucial is overlooked.
Assigning owners also boosts accountability and motivation. Team members take pride in being entrusted to drive improvements. It becomes part of their performance goals. A seasoned festival organiser from New Zealand noted that when each department head owns their list of improvements (from traffic flow to social media responses), they feel more invested in the next festival’s success. The after-action report thus becomes a living improvement plan, not a document gathering dust.
4. Communicate Changes: “We Changed!” – Closing the Loop with Community and Staff
After-action reports are not only an internal tool. They can also be a powerful way to engage your festival’s community and stakeholders by showing that feedback leads to action. Closing the feedback loop builds trust and goodwill, both with your audience and your team.
Internal Communication (Staff & Volunteers): Start by sharing the outcomes of your after-action analysis with your internal team. Summarize key findings and the changes you’re committing to make. This can be done in a wrap-up meeting or a friendly “post-festival recap” email newsletter to all staff and crew. Be sure to acknowledge the hard work and celebrate the successes first – people need to know what went well. Then frankly address the problems and explain what will be done to fix them. For example, “We heard your frustration about late meal deliveries for volunteers. Next year, we’re adding a dedicated volunteer canteen and meal schedule, and Sarah (Volunteer Manager) will be overseeing this improvement.” By giving credit and outlining fixes, you reinforce a culture of learning and show the team that their input matters. This boosts morale and encourages staff to keep sharing ideas for improvement.
External Communication (Attendees & Community): Many festivals also share selected after-action changes with their fans, local community, and partners. This might take the form of a public blog post, a social media thread, or a press release highlighting “What We’re Changing for Next Year.” It’s essentially a diplomatic way of saying, “You spoke, we listened.” When doing this, keep the tone positive and appreciative. Thank attendees for their feedback and loyalty. Mention a few of the most noticeable improvements in the works.
For instance, after facing major traffic congestion and parking nightmares one year, Coachella organisers issued a public apology and acknowledged the inconvenience. They then committed to key transportation improvements (like expanding shuttle services and better traffic management) to prevent a recurrence (aai.bigg.co.uk). By openly addressing the issue, they not only diffused some frustration but also set expectations that the next year would be smoother. Fans tend to respond positively when they see their complaints led to concrete actions.
Another example: a community cultural festival in a small town might announce in the local newspaper that, “Based on resident feedback, we will end concerts by 10 PM instead of midnight and provide free earplugs – we value our neighbours’ comfort.” This kind of outreach turns critics into collaborators. Local residents who previously complained could become more supportive once they feel heard and see changes.
Even when things go terribly wrong, transparency helps. Consider the Fyre Festival fiasco – the organisers infamously failed to deliver the event and initially went silent. In contrast, festivals that encounter hurdles and respond with honesty often salvage their reputation. Splendour in the Grass 2022, as mentioned, had severe weather disruptions. The organisers promptly apologised on social media and offered partial refunds. They explained what happened and vowed to improve weather contingency plans. While attendees were still upset, many acknowledged the gesture and were willing to give the festival another chance because the organisers owned the problems.
When communicating changes, here are some tips:
– Be specific – Vague promises (“we’ll do better”) are less reassuring than concrete fixes (“we are doubling the number of water stations and adding clear signage after many of you reported long queues for water”).
– Highlight improvements, not just issues – Frame it as exciting news. E.g., “Great news: next year Festival XYZ will have an expanded entrance and a new traffic flow plan to get you in faster, thanks to what we learned from your feedback!” This turns a past pain point into a future selling point.
– Use the opportunity to market – Announcing improvements can actually be part of your marketing strategy. It shows the festival is evolving and might convince past attendees to return (“Oh, they fixed that awful toilet situation – maybe I’ll give it another shot next year”). It also demonstrates professionalism to sponsors, local authorities, and media.
– Close the loop post-implementation – After the next festival occurs, if those changes indeed paid off, report back again. For example, internally or in a newsletter say, “Those additional water stations cut wait times by half, and our attendee satisfaction on water access jumped to 90% this year – a big thanks to everyone who helped us improve!”
One more stakeholder to consider: regulators and local authorities. If your festival has licensing or government oversight, they will likely be very interested in your after-action outcomes. In fact, in some countries a formal post-event report to authorities is required. Staying ahead of this by proactively communicating your improvement plan can be crucial for securing permits the next year. It demonstrates you take compliance and community impact seriously. Rather than waiting for criticism, it’s often better to reach out first with your “we’ve learned and here’s what we’re doing” summary for officials. Showing that you’ve identified issues and are addressing them can turn a potentially tough post-event meeting into a collaborative one.
5. Make Learning the Core Deliverable
When all is said and done, remind yourself and your team that the true product of every festival is the learning it generates. Yes, the festival experience itself is fleeting – a weekend of music, art, food, and fun. But the knowledge your team gains from each event will stick with you and make every subsequent festival stronger.
By treating learning as a key deliverable, you encourage a mindset of continuous improvement (often called “kaizen” in business). Festivals that thrive for decades – like the Edinburgh Fringe Festival (UK) or SXSW in the United States – have embedded this philosophy. They evolve constantly, guided by past lessons. Each year’s after-action report becomes the first chapter of next year’s planning book.
It’s also helpful to share lessons learned across the industry. Festival producers are generally a friendly community globally – what one festival learns about sustainability or safety can benefit others. If you pioneered a great solution (say, an innovative wristband pickup system that eliminated lines), consider writing a case study or at least sharing informally with peers at conferences or on forums. Conversely, don’t hesitate to learn from others’ after-action experiences. Many read public reports like Burning Man’s AfterBurn or government evaluations of events to glean insights. The goal is for the entire cultural festival scene to keep rising in quality, safety, and inclusivity.
Finally, view mistakes and crises as valuable teachers. A cancellation, a budget overrun, a social media snafu – none of us want these to happen, but when they do, the silver lining is the lesson you’ll never forget. The key is to document it and change behaviour accordingly. As the saying in events goes, “It’s okay to have a problem, but it’s not okay to have the same problem twice.” If you do after-action reports right, you won’t repeat the same mistakes – you’ll replace them with new achievements.
Key Takeaways
- Debrief Quickly: Conduct your event debrief and data gathering as soon as possible (ideally within 48-72 hours) after the festival while memories are fresh and details are clear (www.eventsair.com). Prompt collection of data, feedback, and media is critical for accuracy.
- Gather All Feedback: Compile quantitative data (attendance, sales, incident logs) and qualitative input (surveys, staff notes, attendee comments) from as many sources as you can. Every perspective – attendee, crew, artist, vendor, community – offers valuable insight into the festival’s performance.
- Prioritise Issues: Not all issues are equal. Rank problems by severity of impact and cost/effort to fix. Tackle high-impact, feasible fixes first (especially safety or major customer experience issues), and plan for larger overhauls with more resources if needed. Accept that some minor issues can be scheduled later or noted for the long-term.
- Assign Responsibility: Turn each recommendation into an actionable task. Assign a specific owner for every improvement and set clear deadlines (www.linkedin.com). This accountability ensures that changes actually happen rather than languish on a wish-list. Integrate these tasks into your project plan for the next festival.
- Implement and Communicate Changes: Take visible action on the lessons learned. Where appropriate, inform your community and stakeholders about the improvements you’re making. Show fans, staff, and local authorities that you listened and acted (e.g., “We’re adding more shuttle buses and signage next year based on your feedback” (aai.bigg.co.uk)). Transparency builds trust and enthusiasm.
- Focus on Learning, Not Blame: Foster a culture where the goal is to fix issues, not to assign blame. Encourage honest discussion of what went wrong in a safe atmosphere. The only mistake that should upset you is the one you don’t learn from.
- Continuous Improvement: Remember that every festival is part of a continuum. Treat your after-action report as the first planning document for the next event. Over time, these reports become your festival’s institutional memory – a trove of do’s and don’ts that will guide new team members and inform strategic decisions. Continuous improvement is the hallmark of a resilient, successful festival.
By embracing after-action reports as a tool for growth, festival producers can ensure that each year’s event – whether it’s a local cultural fair or a world-renowned music festival – is better, safer, and more enjoyable than ever before. In the vibrant (and sometimes unpredictable) world of festivals, learning truly is the ultimate deliverable.
27th September 2025