Neuroinclusive Festival Crew Management: Supporting Neurodivergent Staff & Volunteers

In 2026, leading festivals are striving for truly inclusive teams – not just onstage and in the crowd, but behind the scenes among their crew and volunteers. Neuroinclusive crew management means creating a work environment where team members with autism, ADHD, dyslexia, and other neurodiverse traits can thrive. Seasoned festival producers recognize that supporting neurodivergent staff isn’t just a compassionate move – it’s a strategic advantage that taps into unique talents and builds a happier, more resilient team. This comprehensive guide draws on decades of festival production experience to share practical strategies for empowering neurodivergent crew and volunteers at events of all sizes. From adapting roles and schedules to providing quiet break spaces and neurodiversity training, we’ll explore how to foster a culture where every team member can contribute their best.

Understanding Neurodiversity in Festival Teams

Neurodiversity 101: Embracing Different Brains

Modern festival teams include people who think and process the world in diverse ways. Neurodiversity refers to natural variations in how brains work, encompassing conditions like autism spectrum disorder, attention-deficit/hyperactivity disorder (ADHD), dyslexia, dyspraxia, Tourette’s syndrome, and more. These aren’t “deficits” to be fixed – they’re part of human diversity. In a festival workforce context, neurodivergent individuals may experience sensory input, communication, and problem-solving differently from neurotypical staff. For example, an autistic crew member might have exceptional attention to detail but find last-minute changes stressful, while an employee with ADHD may bring high energy and creativity but struggle with lengthy, monotonous tasks. Understanding these differences is the first step toward inclusion. Research suggests as many as 15–20% of people are neurodivergent, and practical steps for a neuroinclusive attendee experience can often be applied to staff as well. Additionally, CIPD research on neurodivergent employees indicates that many neurodivergent individuals face challenges in traditional workplaces, so it’s likely your event staff or volunteer pool already includes many neurodivergent folks whether they’ve disclosed it or not. Embracing neurodiversity means recognizing that one size will never fit all when it comes to working styles and support needs.

The Case for a Neuroinclusive Crew

Why should festival organizers care about neurodiversity on their teams? Beyond basic ethics and legal obligations to provide equal opportunities, inclusive teams are simply more effective. Multiple studies show that diverse teams (including neurological diversity) excel at problem-solving and innovation, often by building a diverse festival crew with inclusive hiring strategies. In the fast-paced festival environment – building stages, managing crowds, handling on-the-fly crises – having a crew that approaches challenges from different angles is a strength. For example, a sound technician with autism might catch an audio issue others miss due to their detail focus, or a coordinator with dyslexia might devise an ingenious visual schedule that improves everyone’s workflow. Moreover, when staff feel accepted for who they are, their morale and loyalty soar. Festivals that actively welcome neurodivergent crew report higher staff retention and dedication, because people are grateful to work where they can be themselves. It also expands your talent pool: many highly skilled people with unique talents have been overlooked in traditional hiring. A neuroinclusive festival crew can tap into this “neurodiversity advantage” of unique talents and perspectives, giving your event an edge in creativity and operational excellence.

Industry Momentum Toward Inclusive Teams

In 2026, the live events industry is embracing inclusion in a big way. Just as line-ups are becoming more diverse, backstage teams are expected to reflect that diversity and uphold festival values of openness. Major festivals now publicly champion their inclusive cultures – for instance, Coachella’s “Every One” initiative proclaims a zero-tolerance stance on harassment and a commitment to a safe, inclusive environment for everyone regardless of ability. Industry associations and HR experts are also spotlighting neuroinclusion. The UK’s Chartered Institute of Personnel and Development (CIPD) notes that traditional workplaces often haven’t considered neurodiversity, and urges employers to train managers, offer flexibility, and make adjustments so neurodivergent staff can perform at their best, as noted in CIPD guidance on neuroinclusion in the workplace. In other words, inclusion isn’t just a buzzword – it’s rapidly becoming a standard. Festivals that lead on this front not only avoid discrimination issues but also gain a reputation as progressive, desirable places to work. Young professionals entering the event industry, as well as sponsors and stakeholders, are increasingly drawn to organizations that “walk the talk” on diversity and inclusion. In sum, fostering neuroinclusive crews is both the right thing to do and a smart move to align with 2026’s industry expectations.

Strengths and Challenges of Neurodivergent Crew Members

Unique Strengths Neurodivergent Staff Bring

Neurodivergent team members often have exceptional strengths that can shine in festival production when nurtured properly. It’s important to remember every individual is different, but certain traits common in neurodivergent people can be major assets on the job:
– Intense focus and expertise: Many autistic individuals or those with ADHD hyperfocus deeply on tasks they’re passionate about. This can make them outstanding in technical roles like sound engineering, lighting programming, or data analysis for ticketing. Their ability to zero in on details means fewer errors and innovative improvements – veteran producers have seen autistic crew meticulously calibrate sound systems or spot safety issues others overlooked.
– Creative problem-solving: Neurodivergent brains often think outside the box. Dyslexic thinkers, for example, tend to be highly creative and big-picture oriented, which is great for marketing, design, or dreaming up experiential decor for a festival stage. ADHD team members’ fast, nonlinear thinking can lead to brilliant on-the-spot solutions when production hiccups happen.
– Reliable routines and integrity: Some neurodivergent folks thrive on structure and consistency. An autistic stage manager might excel at strictly adhering to the production schedule and protocol, ensuring nothing is missed. Others are extremely honest and rule-abiding – qualities ideal for roles like cash handling, ticket scanning, or compliance monitoring. Festivals have benefited from crew who will catch inconsistencies in budgets or contracts because of their pattern-recognition skills and ethical focus.
– Passion and loyalty: When a neurodivergent person feels included and interested in their work, they often bring remarkable passion. Event directors who have mentored neurodivergent interns frequently note their enthusiasm and dedication. They can become the most ardent champions of the festival’s mission – for example, a volunteer with ADHD might pour their abundant energy into hyping up the team and keeping morale high during long setups.

By playing to these strengths with the right role fit (we’ll cover how to do that), festival organizers can elevate their operations. In short, neurodivergent staff have superpowers that deserve to be recognized and utilized rather than subtly suppressed in an attempt to “fit in” with a neurotypical mold.

Challenges in a High-Stimulation Festival Environment

Alongside strengths, it’s vital to acknowledge the challenges neurodivergent crew and volunteers may face, especially in the chaotic environment of festivals. Live events can be sensory-intense and socially demanding – conditions that might require adjustments for some team members:
– Sensory overload: Festivals are full of loud music, radio chatter, bright lights, and dense crowds. For crew with sensory sensitivities (common in autism, ADHD, PTSD, etc.), this constant stimulation can be overwhelming and draining. An autistic staffer might struggle with the booming bass at main stage or flashing strobe lights, leading to exhaustion or anxiety if they can’t take breaks. Similarly, someone with ADHD might find it difficult to concentrate on detailed tasks amid radio noise and dozens of people moving equipment around.
– Communication differences: Neurodivergent individuals may communicate or interpret communication in unique ways. For example, autistic crew members might take instructions very literally and could be thrown off by abstract or sarcastic remarks. Someone with dyslexia might prefer verbal communication over written if reading on the fly is challenging. Meanwhile, a volunteer with social anxiety could find the constant interpersonal interaction (with attendees or other crew) to be a big hurdle, impacting their confidence or performance in customer-facing roles.
– Need for clarity and routine: Festivals are notorious for last-minute changes and improvisation under pressure. But sudden changes in plan or vague instructions can be particularly stressful for some neurodivergent staff. A stagehand with autism might become anxious if a band’s set time is moved without clear communication, or if they’re abruptly reassigned to a different task with no time to mentally prepare. Similarly, crew with ADHD often benefit from structure – if schedules shift unpredictably or tasks aren’t clearly prioritized, they may struggle with organization or miss details.
– Fatigue and burnout: All crew are prone to fatigue at multi-day events, but neurodivergent staff might hit a wall sooner if they’re expending energy to cope with sensory and social stressors. Research shows neurodivergent employees are more likely to feel exhausted or under excessive pressure than their neurotypical peers, a finding supported by CIPD data on neurodivergent employee experiences. For instance, constantly masking (suppressing one’s natural behaviors to appear “typical”) is very tiring and can lead to burnout.
– Misunderstandings with colleagues: Unfortunately, if coworkers or managers aren’t informed about neurodiversity, they might misinterpret behaviors. A classic example: an autistic volunteer who avoids eye contact or small talk could be seen as “aloof” or “rude” by an uninformed team lead, leading to unfair tension. Likewise, ADHD-related impulsivity might be mistaken for carelessness if not understood in context.

Recognizing these challenges means festival management can proactively mitigate them rather than expecting neurodivergent staff to simply “cope” unaided. The goal is not to coddle anyone – it’s to remove unnecessary obstacles so all crew can do their jobs effectively. As we’ll explore, simple adjustments can address many of the above issues, whether it’s providing quiet areas to decompress or training supervisors on clear communication.

Breaking Stigma and Fostering Understanding

One of the biggest barriers neurodivergent team members face isn’t the job itself – it’s stigma or lack of understanding from others. In many workplaces (events included), people still hold misconceptions that can alienate neurodivergent staff. It’s crucial to actively combat these myths and build a culture of understanding:
– Promote a respectful culture: All crew should be aware that differences in behavior or communication may be due to neurodiversity and not judge or mock those differences. For instance, if a crew member wears noise-cancelling headphones during breaks or uses a fidget gadget at meetings, that should be seen as normal as someone wearing glasses – it’s just a tool they need. Leading festivals circulate basic codes of conduct for staff that prohibit harassment or discrimination of any kind, including bias against neurological differences. As an example, when launching their inclusion efforts, one festival explicitly added neurodiversity to its anti-harassment policy and briefed all department heads that dismissive comments like “what’s wrong with that person?” are unacceptable.
– Encourage openness (but respect privacy): Many neurodivergent individuals fear disclosing their condition at work due to stigma. A 2024 study found 1 in 5 neurodivergent employees had experienced harassment or discrimination at work because of their neurodivergence, according to CIPD reports on workplace neuroinclusion, and about a third never tell their manager at all, highlighting the need for supportive management and open communication channels. Festival organizers can help by creating an atmosphere where staff feel safe sharing their needs. This starts with leadership openly valuing neurodiversity (e.g., discussing it in training, acknowledging famous neurodivergent figures in music/festival history) and perhaps even sharing if any team leaders are neurodivergent themselves. That said, no one should be pressured to disclose a diagnosis – managers can simply invite anyone to privately let them know if they have any conditions or triggers the festival should accommodate. Importantly, if someone does share (like “I’m dyslexic” or “I’m on the spectrum”), respond supportively and ask how you can help them be successful, rather than reacting with pity or disbelief.
– Address issues, not personalities: Fostering understanding also means guiding managers to focus on behaviors and solutions rather than labeling someone as a “problem.” If a crew member is struggling with a task, an inclusive manager doesn’t jump to “this person isn’t good at their job” – instead they ask “does this environment or assignment fit them well, and how can we adjust it?” Perhaps a volunteer keeps arriving late – before penalizing them, check if their role timing clashes with medication side effects or if a schedule reminder system could help. By approaching challenges with curiosity and flexibility, you show the whole team that differences are normal and manageable.
– Educate to dispel myths: Incorporate basic neurodiversity awareness in your staff training (more on training later). Many people simply haven’t had exposure to these topics. Explaining, for example, that autism is a spectrum – so one autistic person may be nonverbal while another is super talkative – helps colleagues avoid stereotyping. Emphasize that neurodivergent folks have varied talents and can be just as competent as anyone else. When crew see festival leadership championing these messages, it sets the tone that neuroinclusive values are part of the event’s DNA.

When stigma is reduced, neurodivergent staff are more likely to be open about what they need to succeed. That means issues can be addressed early (rather than silently snowballing) and the whole team benefits from a more trusting, team-oriented atmosphere. The result is a festival crew that truly has each other’s backs, with everyone pulling in the same direction.

To summarise the key strengths, challenges, and support strategies for different neurodivergent conditions, the table below provides a quick reference for producers and team leaders:

Neurodivergent Traits and Support Strategies

(Note: Every individual is unique – the strategies above should be tailored in conversation with the person. Always ask what works best for them.)

This table highlights that with thoughtful support, the challenges neurodivergent crew face can be mitigated, while their strengths can truly shine. Next, we’ll delve into how to implement many of these support strategies through role adaptations, communication methods, scheduling, and more.

Adapting Roles and Responsibilities to Individual Strengths

Matching Crew Roles to Individuals’ Talents

A core principle of neuroinclusive management is fitting the role to the person, not forcing the person into the role. Festival production involves a vast array of tasks – there’s room to be flexible and assign team members where they can excel. Seasoned festival organizers have learned to start by identifying an individual’s strengths and challenges (often simply by asking them), and then matching duties accordingly:
– Leverage special interests and expertise: If a crew member has a known interest or skill, try to plug that into their role. For example, one stage crew volunteer disclosed he was passionate about lighting design and highly detail-oriented (often a strength of autistic individuals). The production team therefore had him focus on maintaining lighting rigs and following precise cue sheets. He thrived in this detail-critical task, catching and fixing issues that improved the show. By contrast, assigning him to an unstructured task like general crowd control might have wasted his talent and left him anxious.
– Play to social comfort levels: Some people are natural greeters and social butterflies – others shy away from interaction but might excel in backstage or technical roles. A festival producer in California recalls a volunteer with Asperger’s syndrome who felt uncomfortable engaging with attendees at info booths, so they shifted him to working in the tech hub managing the radio inventory and recharge station. In that quiet, focused environment he did brilliantly, whereas he may have struggled (and been less helpful to attendees) out front. Providing a range of roles suited to different abilities and comfort levels is key. Not everyone can haul kegs of beer or stand at a gate for 6 hours, and that’s okay – successful events offer alternatives like administrative support, artist hospitality, or remote tasks (social media monitoring, etc.) to suit various contributors.
– “Superpowers” in the right spots: If you know someone has a particular cognitive strength, aim to use it. A volunteer with dyscalculia (difficulty with numbers) might not be great at handling cash in a busy bar, but if she’s artistic you might assign her to help the decor team painting signs and murals. A crew member with ADHD who struggles to sit still could be perfect as a runner or float – moving between departments to deliver supplies or messages – rather than confining them to one static position. When each person is doing something that comes naturally, the whole operation runs more smoothly.
– Consult individuals on preferences: Wherever possible, involve neurodivergent staff in choosing their assignments. Many festivals send out a pre-event questionnaire to volunteers about their skills and any limitations. For example, Bonnaroo’s volunteer program explicitly invites those with accessibility or medical concerns to reach out so they can be placed in suitable roles, a strategy central to revamping festival volunteer programs for the new reality. An organizer might ask, “Do you prefer a steady routine or variety? Quiet backstage or out among attendees?” Their answers can guide smarter placement. One UK festival found that a volunteer who disclosed anxiety about dense crowds was much happier assigned to an artist check-in point (calmer, controlled environment) than a front entry gate during rush times.

This personalized matching does require more managerial effort up front, but it pays dividends on site. People are more confident and capable when set up for success. And importantly, when crew see their leaders making an effort to accommodate strengths and preferences, it builds tremendous goodwill and loyalty. As one festival HR manager put it, “We stopped treating volunteers and staff like interchangeable cogs, and instead like individuals – the result was a team that felt seen and gave 110% in return.”

Flexible Job Design and “Job Carving”

Beyond just placement, festivals can implement flexible job design to accommodate neurodiverse team members. Job carving is an employment strategy that means customizing a role by adding, removing, or reallocating certain tasks to better fit an individual’s abilities. In the dynamic context of a festival, job carving might happen informally: shifting responsibilities among the team once you see who is good at what or who needs relief from a certain duty.

Consider a stage management team at a multi-stage music festival. One stage manager might be fantastic at coordinating artists and stage crew, but gets overwhelmed by the noise and chaos during live sets (perhaps they’re neurodivergent with auditory sensitivities). Another assistant on the team loves the bustle of live show calling but struggles with the paperwork of setlists and schedules due to dyslexia. By swapping certain tasks between them, the festival can play to each person’s strength. The first manager might handle more of the planning, paperwork, and quiet communication with artists, while the second takes over some on-stage calling and timekeeping during the show. Both still contribute to stage management, but the mix of duties is tailored to what each does best and finds least stressful.

Festivals with larger staff can formalize this approach. For example, some events create both “quiet roles” and “high-interaction roles” within departments. Instead of every volunteer in the Info Team doing both data entry and attendee Q&A, they let people specialize. Those who prefer behind-the-scenes work handle updating the lost-and-found database and restocking brochures (quiet tasks), while the extroverted or neurotypical volunteers do more face-to-face answering of attendee questions. Providing this kind of role flexibility ensures someone who has, say, social anxiety or autism isn’t forced into the loudest, most interactive position by default, and likewise your chatterbox volunteers aren’t stuck alone in a back room on a computer.

Another key tactic is adjusting responsibility levels without demotion stigma. If a neurodivergent staffer is struggling to manage all aspects of a role, consider reallocating a portion of their duties to someone else, freeing them to focus on what they handle well. For instance, a volunteer coordinator at a regional festival realized her assistant (who had ADHD) was great at rallying and training volunteers in person, but terrible at replying to the floods of scheduling emails. They rearranged so that the assistant ran energetic on-site briefings and managed volunteers during their shifts, while a different team member took over the detailed email confirmations and spreadsheet updates. By carving up the original “volunteer coordinator” role into two parts, they not only accommodated the assistant’s strengths/weaknesses but also improved overall efficiency – the emails got answered on time and the volunteers still received enthusiastic guidance on site.

The bottom line: be creative with job structure. In the festival world, we often create our job descriptions from scratch each year – they don’t have to be rigid. If a two-person team can swap 20% of their duties to make each other 100% more effective, do it. If a role can be split into a morning shift person and an afternoon shift person to suit energy patterns or medication schedules, try it. Many independent festivals and grassroots events are pioneers in this kind of flexibility, precisely because they know every volunteer personally and can shuffle tasks on the fly. Big festivals can learn from that approach by empowering department heads to tailor roles to their team members, rather than treating roles as fixed boxes.

Volunteer Roles Inclusive of All Abilities

Volunteers are the lifeblood of many festivals, and volunteer programs must be inclusive to maintain a broad, committed base of helpers. Traditional volunteer assignments (e.g. long shifts of standing at wristband checkpoints or heavy trash pickup) might inadvertently exclude people with certain neurodivergent or physical needs. In 2026, forward-thinking festivals are overhauling volunteer roles to welcome a wider array of abilities, aligning with expectations for modern volunteer programs. Here are strategies to ensure volunteers of all neurotypes can contribute meaningfully:
– Offer a variety of volunteer roles: Rather than one-size-fits-all positions, design an array of roles requiring different skills and sensory environments. For example, Glastonbury Festival (UK) has thousands of volunteers from partners like Oxfam, and they’ve diversified positions from Greenpeace recycling teams to accessible camping assistants. If someone finds loud stages difficult, they might volunteer in the wellness area or the on-site museum exhibit. If a volunteer isn’t physically up to roaming the grounds, perhaps they can help with the festival’s social media moderation remotely from a calmer spot. By providing options from quiet admin work to high-energy crowd engagement, you allow neurodivergent volunteers to self-select roles they’ll flourish in.
– Clearly communicate role demands: On volunteer sign-up forms or info packets, describe what each role entails in terms of sensory and social demands. For instance, note that the “Merch Booth Volunteer – Night Shift” role involves a noisy tent environment, rapid customer interactions, and handling cash, whereas “Artist Catering Volunteer – Backstage” involves a small team, routine food prep, and a busy but contained kitchen environment. This level of detail lets neurodivergent folks (and anyone, really) gauge what suits them. Many festivals now ask on volunteer applications if the person has any specific access needs or limitations and are prepared to adjust assignments accordingly, ensuring volunteers have roles they can perform comfortably. That simple question opens the door for someone to say, “I have dyslexia, so I prefer roles without heavy paperwork,” or “I’m autistic and would do best away from the noisiest areas.”
– Adaptive scheduling for volunteers: Flexibility in scheduling can make a huge difference. Some neurodivergent volunteers manage short shifts well but not marathon days. Consider offering half-length shifts or more frequent breaks within shifts for those who request it. Also, incorporate at least one “floater” or backup volunteer in each team who can cover if another volunteer needs to take an extended break or rotate out. At a New Zealand outdoor festival, the volunteer manager created a pool of floating support volunteers specifically to step in when any volunteer (especially those with disabilities or medical conditions) needed a rest – this ensured inclusion didn’t come at the expense of operations.
– Role mentors and buddies: Pair new volunteers or those who indicate they’re nervous (which could include neurodivergent folks new to festivals) with experienced “buddy” volunteers or staff. That buddy can guide them through the first few hours, help explain instructions in different ways if needed, and be a friendly point of contact for questions. This can ease anxiety significantly. As an example, an autistic volunteer at a Midwest US festival was initially overwhelmed checking IDs at the gate, but after a veteran volunteer partnered with him for the first shift – subtly stepping in when crowds got intense and modeling the flow – he gained confidence and was able to handle later shifts solo. The buddy system is a tried-and-true inclusion tool in many workplaces and works wonders in the volunteer context too.
– Empower volunteers through inclusive leadership: Train your volunteer coordinators and area leads to embrace neuroinclusive practices just like paid managers. They should be aware that volunteers might have hidden disabilities or differences. Emphasize patience, clear instruction, and the importance of making every volunteer feel valued. Volunteers are giving their time, so if anything it’s extra critical to ensure they feel safe and happy. The payoff: an included volunteer is more likely to return year after year, becoming part of the festival family. Real-world example – Glastonbury’s partnership with Diverse UK to have volunteers run sensory calm spaces for neurodivergent attendees has been a double win, effectively assigning volunteers to roles they can perform. It improves the attendee experience and allows neurodivergent volunteers to contribute in an area they’re passionate about (creating a quiet haven, which they might need to use themselves at times). Many of those volunteers have reported feeling deeply appreciated and have returned for subsequent editions, knowing their role truly matters.

By thoughtfully adapting volunteer opportunities in these ways, festivals not only avoid excluding willing helpers, but actively benefit from the dedication and unique perspectives neurodivergent volunteers bring. An inclusive volunteer program tends to attract a larger, more diverse pool of applicants as word spreads that “anyone can volunteer at that festival; they’ll find a place for you.” Given ongoing volunteer shortages post-pandemic, as discussed in our guide to rethinking how festivals recruit and retain volunteers, that reputation is gold. It’s all about meeting volunteers where they are, so they can give their best to the event.

Communication Strategies and Training for Inclusion

Clear Communication and Visual Tools

Effective communication is the cornerstone of managing any festival crew, and it’s especially vital when supporting neurodivergent staff. Clarity, consistency, and multiple modes of communication help ensure everyone understands their tasks and feels comfortable. Veteran production managers emphasize these best practices:
– Use plain, direct language: In the frenzy of an event, it’s easy to bark shorthand orders or use slang (“Jim, go knock out the thingamajig by the doof-er and give it to the new guy”). But unclear instructions can frustrate neurodivergent crew who might take things literally or miss implied meaning. Instead, be explicit: “Jim, please take the two blue X signs from the storage tent and install them at Gate B.” Avoid idioms, sarcasm, or overly abstract phrasing when giving tasks. If you need something ASAP, say “within the next 5 minutes” rather than “soon.” This kind of clear, concrete language leaves less room for misinterpretation for everyone on the team.
– Visual schedules and information: Don’t rely solely on morning briefings or text-heavy emails to convey plans – supplement with visual aids. Many festivals now issue crew schedules in visual formats (color-coded calendars, infographics for daily timelines, maps with icons for where each team should be) in addition to written guides. For example, a tech crew might get a diagram of the stage layout with labels instead of a paragraph describing it. Visual cues help staff with dyslexia or those who simply process images faster than words. One production coordinator for a cultural festival shares maps marked with different colors for quiet zones, high-traffic zones, etc., so crew with sensory sensitivities can easily see where potential trouble spots are. The goal is to make key info accessible at a glance rather than buried in text.
– Confirm understanding: After giving instructions or changes, it helps to check that the person understood – especially if you know they’re neurodivergent or if the info was complex. Ask them to repeat back the main points or say, “Let me know if anything I said was unclear.” Do this in a friendly, routine way, not as if doubting their ability. Plenty of seasoned crew do this as a standard practice (“Just to be sure we’re on the same page, you’re going to do X then Y, right?”). It’s a simple step that can catch miscommunications before they become mistakes. During training, you can even teach all staff a habit of repeating critical information over the radio to ensure clarity (e.g., if command says “Evacuate Gate 2 now,” the gate leader should radio back “Copy, evacuating Gate 2”).
– Written follow-ups: Neurodivergent team members often appreciate having important details written down, even if discussed verbally. If you assign a complex task in person, consider sending a quick text or message afterward summarizing it: “Hey, just recapping – you’ll cover the VIP check-in from 5–7 PM, then break, then help at the merch table at 8 PM.” This gives them a reference to alleviate any anxiety about forgetting. Similarly, use checklists for multi-step procedures (e.g., end-of-night equipment lock-up checklist) – many crew, not just ND folks, find checklists keep everyone consistent and reduce cognitive load after an exhausting day.
– Visual signals and signage: Within the crew itself, sometimes non-verbal communication aids are useful. For instance, a green/yellow/red flag system on radios – green meaning “all good,” yellow “stand by,” red “need help” – can supplement verbal codes and be easier to parse quickly. Some festivals have adopted a subtle pin or light system for crew mood/status: a crew member can flip a badge to a red side if they really can’t be interrupted except for emergencies (perhaps they’re in a focused task or feeling overwhelmed). This was inspired by the autism community’s use of color communication badges at events to indicate if someone is open to interaction or not, inspired by creating an inclusive festival environment for autistic individuals. It may not be standard at all festivals yet, but it’s an intriguing concept to let crew signal when they need a low-stimulation moment, without having to verbalize it in the heat of work.

Overall, clarity and multiple channels are king. The investment in better communication tools and habits pays off with fewer mistakes and a team that feels informed rather than anxious. And as a bonus, accessibility measures like visual guides tend to help all staff, not just neurodivergent ones – everyone appreciates clear instructions when operating a complex festival.

Training Managers and Team Leads in Neurodiversity

Even the best accessibility structures will falter if the people implementing them aren’t on board. That’s why investing in training for your managers, crew chiefs, and volunteers about neurodiversity is a must to ensure autism-friendly festivals offer a neuroinclusive experience. Experienced festival producers have come to realize that training isn’t a luxury – it’s essential for an inclusive culture to actually work on the ground. Here’s how to approach it:
– Include neurodiversity in pre-festival training: When you gather staff and volunteers for orientation, dedicate a segment to inclusion and neurodiversity awareness. This doesn’t have to be a dry lecture. It can be a brief, practical session covering what neurodiversity means, common conditions and misconceptions, and respectful communication tips (for instance, speaking plainly, being patient if someone needs extra time or a different way to communicate, etc. as covered above). Front-line festival staff should be prepared to assist autistic and neurodivergent attendees calmly and respectfully, and that ethos starts with how they treat each other, reinforcing practical steps for a neuroinclusive attendee experience. Some festivals invite a guest speaker from a local autism society or neurodiversity advocacy group to share personal experiences – this can really open eyes and hearts among the team.
– Specialized workshops for leaders: It’s wise to give additional training to department heads, stage managers, volunteer coordinators – anyone in a supervisory role. They need to know not only the basics but also management techniques: how to implement accommodations, how to give feedback to a neurodivergent staffer, how to resolve minor conflicts that might arise from misunderstandings. Scenario-based training works well here. For example, run through a case study: “Your volunteer Tim (who has ADHD) missed the morning briefing and seems lost. How do you get him up to speed without making him feel singled out?” Discussing scenarios equips leaders with a toolkit of responses. Many HR departments or external consultants offer short courses on neuroinclusive management. If budget allows, doing a 1-2 hour deep dive with your core crew leaders can massively improve their confidence in supporting all team members.
– On-site refreshers and signage: During the festival, reinforce training with quick huddles or comms. One festival we spoke with prints small reminders on the back of crew badges – e.g., “Remember: Accessible Communication – Speak clearly, no sarcasm on radios” or “Inclusion: different brains, one team – be patient if someone needs help.” These serve as in-the-moment reminders of the training principles. Some events even designate a particular team lead or HR person as the “Inclusion Officer” for the event – someone crews can quietly approach if they have concerns or need advice about team dynamics. This person can circulate, checking that no one on the crew is feeling left out or bullied, and that accommodations (like break schedules) are being honored by all managers.
– Learning from the experts: Don’t reinvent the wheel – tap into existing expertise. In the UK, festivals have partnered with the charity Attitude is Everything to deliver disability and neurodiversity awareness training to staff, fostering inclusive hiring and team culture strategies, which has been highly successful. (Glastonbury’s long-term collaboration with Attitude is Everything even earned it a Gold award in their accessibility charter, reflecting a top-to-bottom commitment to inclusion.) Smaller festivals might partner with local autism organizations or disability groups for staff workshops. For example, before Ireland’s Wander Wild Festival, several team members completed training with the autism advocacy group AsIAm to better understand how to make the event comfortable and anxiety-free for all, utilizing specialist advice for autism-friendly festival planning. This external input lends credibility and depth to your training. Many festivals collaborate with autism organizations to run pre-event crew briefings or provide on-call advisors – consider doing the same if you have a sizable team.
– Continuous improvement: Make neurodiversity training a recurring part of your crew development, not a one-off. As understanding grows and as you get feedback from neurodivergent staff about what works, update your training materials. Keep an eye on industry conferences or talks (the ILMC or Event Safety Summit, for instance) – in recent years, panels on mental health and neuroinclusion have started popping up. Encourage your HR or operations team to attend and bring back insights. The more your leadership stays educated on evolving best practices, the more authoritative and confident they’ll be in leading an inclusive crew.

When managers are well-versed in neuroinclusive practices, the difference is palpable. Crew members can tell when their supervisor “gets it,” and that trust allows them to perform without walking on eggshells. As one production manager put it, “We trained our stage leads on how to recognize sensory overload and de-escalate – and it paid off on Day 2 when an overwhelmed runner had a panic attack. The stage lead knew exactly how to calmly help him to our quiet room. In the past, that might have ended with the runner quitting on the spot. Instead, he returned after 30 minutes and finished the weekend strong.” Training arms your team with the knowledge to turn potential crises into success stories.

Building a Supportive Feedback Loop

Creating a neuroinclusive culture is not a “set and forget” task – it thrives on ongoing feedback and adaptation. Festivals that succeed in supporting neurodivergent staff tend to treat inclusion as an evolving practice, continually informed by the people it’s meant to help. Here’s how to foster that feedback loop:
– Encourage crew to voice needs and ideas: From day one, let all staff and volunteers know that their input is valued in making the workplace better. This can be as simple as a reminder in orientation: “If there’s anything that would help you do your job better – whether it’s an extra five-minute break, a quieter workspace, or instructions in writing – please let us know. We will do our best to accommodate.” Many neurodivergent individuals are used to not asking for accommodations out of fear or pride. By explicitly inviting them, you lower that barrier. Make sure managers respond supportively when someone does speak up. For example, if a lighting tech says, “I get overwhelmed when too many people crowd the tech table; can we limit it to 2 at a time?”, take that seriously and implement it if feasible. Publicly thank them for the suggestion if appropriate, so others see that feedback leads to positive change, not negative judgment.
– Mid-event check-ins: During the festival, conduct quick, informal check-ins with your crew, especially those who you know may have neurodivergent needs (assuming they’re comfortable). A volunteer coordinator might make rounds: “Hey, how’s it going? Are the break schedules working for you? Everything okay with your assignment?” Sometimes a quiet person won’t volunteer that they’re struggling, but if asked directly in a one-on-one way, they’ll share. One event producer described how on Day 1 a neurodivergent merch volunteer was noticeably flustered by the hectic booth. A supervisor checked in privately and the volunteer admitted the noise was too much. They swapped him to an inventory role in the stock area (quieter) for Day 2 and he performed much better. Without that mid-event adjustment, they might have lost a volunteer or had an underperforming one all weekend. Make it easy for crew to request role tweaks or breaks by having an open-door policy at the crew HQ or a dedicated phone line/WhatsApp that crew can message if they’re uncomfortable.
– Post-event debrief with inclusion focus: After the festival, gather feedback specifically on crew experience. This can be a section in your standard staff/volunteer survey about whether they felt supported and what could be improved to help them perform. It’s critical to also solicit responses from neurodivergent staff – consider offering an anonymous option if people are shy to speak up. Ask questions like “Did you have access to the tools and environment you needed to do your job well?” or “What could we do next year to better support crew well-being and focus?” Some festivals hold a dedicated debrief meeting with neurodivergent crew members (those who are open about it) to learn directly from their experiences. For instance, after one comic-con event, organizers learned from an autistic staffer that the crew radio channels were extremely hard for him to follow due to overlapping chatter – the next year they implemented more disciplined radio protocol and earbud options. Another festival might learn that their quiet crew lounge was in the wrong spot (e.g., still too close to a loud stage) and subsequently relocate it.
– Act on feedback and close the loop: The most important part is showing that feedback leads to action. When planning the next edition, incorporate the reasonable suggestions and publicly acknowledge them. E.g., “Crew feedback indicated the need for a second chill-out space, so we’re adding one by the production offices this year,” or “We heard that volunteers wanted more clarity in their task lists, so we’ve created a new role guidebook with photos.” When neurodivergent team members see their feedback result in tangible improvements, it builds trust and they’ll be even more forthcoming with ideas. Over successive years, this iterative approach can dramatically transform a crew’s inclusivity. It’s similar to how one improves the attendee experience by surveying and tweaking – apply that same rigor to your workforce’s experience. Volunteers who feel heard are more likely to return, creating a loop of trust essential for successful volunteer programs, and staff who see management adapt based on their input will feel genuinely valued.
– Normalize adjustment as continuous learning: Finally, cultivate a culture where making adjustments isn’t seen as a burden or an exception – it’s just part of how the festival grows. Leadership should communicate that the event is always learning how to better support its people. For example, a festival director might say in a staff memo: “We tried out a quiet crew tent this year. The feedback was positive but suggested it needs to be farther from the generator – we’ll fix that. Keep the ideas coming; we are committed to making this the best working environment on the circuit.” This kind of message from the top signals that inclusion is a journey, not a checkbox. It also encourages everybody, neurotypical and neurodivergent alike, to see themselves as collaborators in building a great team culture.

In essence, listening and adapting are the twin engines of a neuroinclusive crew ecosystem. Festivals that excel in this area view their crew as their greatest asset and treat crew welfare and productivity as something to optimize through feedback (just as they do with attendee satisfaction!). The result is often a virtuous cycle: an inclusive environment draws a diverse crew who bring great ideas, which leads to an even more inclusive environment and a stronger event overall.

Sensory-Friendly Scheduling and Work Environments

Avoiding Overload with Smart Scheduling

Festivals are intense operations, frequently running 12-18 hour days for staff, often multiple days in a row. For neurodivergent crew (and let’s face it, everyone else too), thoughtful scheduling can make the difference between a manageable pace and complete overload. Organizers should prioritize strategies that prevent burnout and sensory overwhelm through smarter shift design and mental health strategies. Even during a frenetic festival, it is possible to manage mental health strategies for production teams:
– Reasonable shift lengths and rotations: Avoid scheduling anyone – especially volunteers or new staff – for marathon, non-stop shifts. Cap maximum working hours and enforce regular breaks, ensuring crew amenities and welfare protect health. For example, instead of one person running the info booth for a 10-hour stretch, have two people split it into 5-hour blocks or rotate one off to roaming duties midday. Major festivals that operate nearly 24/7 (like Glastonbury or Burning Man) do so by rotating teams in shifts, ensuring no single individual works from dawn to midnight continuously, a key tactic in preventing festival crew burnout and mental fatigue. This is doubly important for neurodivergent staff who might hit sensory saturation after several hours and need downtime. Australia’s Rainbow Serpent Festival production crew famously split into A/B teams that swapped every 6-8 hours, effectively distributing duties across the production cycle – a practice any festival can emulate on a smaller scale. Fair shift rotation isn’t just about labor law compliance; it directly helps crew maintain focus and composure.
– Allow buffer and recovery time: Schedules should include not just work hours, but recovery periods. Between a late-night shift and an early-morning one, try to allow a solid rest (at least 8-10 hours off if possible). If someone works a particularly taxing show (say a very loud, high-energy set teardown), consider scheduling them on a lighter duty the next morning. These adjustments might seem logistically challenging, but a little foresight in the roster can prevent meltdown or mistakes. One trick is to build in a few “spare” crew or volunteers each day who can float or fill in when someone needs an extended rest. That way, if a neurodivergent crew member says “I just can’t do the midnight shift after all – I’m burned out,” you have a backup ready and you encourage them to speak up rather than silently suffer. It’s far better to shuffle schedules than to have someone push themselves to a breaking point.
– Consistent routines when possible: While the event itself can be unpredictable, try to keep individual crew schedules as consistent as you can from day to day. Neurodivergent folks often appreciate knowing what to expect. If a volunteer works the afternoon shift on Friday, assign them afternoons on Saturday/Sunday too, rather than bouncing them to an early morning then a late night. If consistency isn’t possible, at least give plenty of notice and reminders (“Note: tomorrow your shift is 2 hours earlier, at 8 AM – don’t forget!”). Some festivals send SMS reminders to volunteers a few hours before each call time, which has significantly reduced no-shows and lateness across the board.
– Rotation of duties to reduce monotony or stress concentration: Within a single shift, rotating tasks can help prevent fatigue. For example, a security team might rotate positions hourly – one hour at the noisy front gate, one hour at a quieter perimeter post, then a short break. This kind of micro-rotation can be excellent for ADHD crew who work best in bursts, and it also prevents any one person from absorbing all of the high-stress or high-stimulation work continuously. Ensuring everyone on the team shares the less pleasant shifts (like overnight or cleanup) also fosters fairness and avoids resentment that can stress out individuals. Spreading tough assignments around is not only fair, it means no single person gets disproportionately exhausted, which helps in managing mental health for production teams.
– Respect legal limits and safety guidelines: It should go without saying, but no matter how passionate your crew is, don’t violate labor laws on breaks and overtime. Crew fatigue can lead to serious safety incidents. Keep in mind that neurodivergent workers may be less likely to voice discomfort or exhaustion, particularly if they’re newer or trying to prove themselves. It’s management’s responsibility to set safe schedules proactively. In many jurisdictions like the EU, working beyond 48 hours a week or without daily rest breaks is illegal – and even if your festival is exempt or using volunteers, the principle stands that the human body (neurodivergent or not) has limits. Veteran organizers stress that rested crew = a safer, smoother festival. Conversely, an overloaded crew member can quickly become a risk (to themselves and others) if cognitive function drops due to fatigue – something especially risky if they’re operating vehicles, power equipment, or responsible for crowd safety.

By implementing humane scheduling, you help protect neurodivergent staff from the worst environmental stressor of all: sheer exhaustion. The outcome is crew who can bring their best selves each day, instead of running on fumes. One festival operations director puts it bluntly: “We’d rather budget for an extra couple of volunteers per shift than pile work on a few people and burn them out. In hindsight, the years we skimped on crew numbers to save money, we paid for it with mistakes and turnover.” In the end, smart scheduling is a win-win: your team remains effective and your event benefits from their sustained performance.

Quiet Zones and Crew Break Spaces

Attendees aren’t the only ones who sometimes need a break from the festivities – crew members can greatly benefit from quiet zones and dedicated break spaces as well. Festivals increasingly recognize that taking care of their staff’s mental and sensory well-being on-site isn’t a luxury, but a necessity for maintaining mental health in production teams and keeping festival crews healthy and happy. Establishing crew-only respite areas and enforcing their use is a cornerstone of neuroinclusive management:
– Designate a crew “chill-out” tent or room: Just as many events now have sensory calm spaces for attendees, it’s equally important to have a tranquil spot for your team. This could be a staff-only tent behind the production office or a room at the venue where noise is kept to a minimum. Keep it comfortably furnished (some chairs, maybe a few beanbags or cots) and away from the loudest areas of the festival. For example, Tomorrowland in Belgium provides a crew chill-out tent stocked with cold drinks, earplugs, and shade – crucially, it’s located behind the stages, shielded from direct noise, providing a well-designed crew chill-out space. Similarly, Glastonbury Festival’s crew are given separate camping and a rest area removed from audience zones, so they can actually sleep despite the 24-hour buzz, crucial for preventing burnout during multi-day events. Even at smaller events, carving out a back-of-house corner as a “quiet nook” with a simple sign “Crew Break Area – Quiet Please” can send the message that it’s okay to step away and recharge.
– Equip break spaces with sensory relief aids: Make the crew break zone as restorative as possible. Provide basic refreshments (water, electrolytes, snacks) since dehydration and hunger amplify stress. Stock some ear defenders or noise-cancelling headphones, eye masks or earplugs for those who want to shut out stimuli, and perhaps items like stress balls or fidget toys. A few festivals have gotten creative: at one U.S. music festival, the production team set up a small “decompression kit” in the staff lounge containing foam earplugs, sunscreen (for physical comfort), and lavender-scented towels to help people cool down and relax. It might sound a bit spa-like, but these little comforts can revive a frazzled crew member faster than just plopping on a chair alone. If resources allow, even 10-minute visits to a masseuse or a quiet yoga/stretch corner can work wonders (Lightning in a Bottle festival once brought in volunteer massage therapy students to offer free shoulder rubs to crew on day 3 – hugely popular!). The principle is to actively facilitate relaxation.
– Policy: Breaks are mandatory, not optional: One of the biggest issues in events is that staff often skip breaks because they feel they can’t step away or don’t want to let the team down. This is where management must insist on a culture of taking breaks. State clearly in briefings: “Everyone must take their scheduled breaks – no heroics,” framing it as part of essential crew welfare protocols. Build redundancy into schedules so that each person can be relieved. Rotate an extra floater to cover positions so a stage manager can grab a 15-minute breather, or close a non-critical station for 10 minutes if needed. Festival leadership should lead by example – if the production director never takes a break, others will mimic that. Encourage leads to actively tell crew, “Go rest now, I’ve got this for a bit.” Some events use break tickets or a buddy system: crew hand over a tag when they go on break and get it back when they return, to ensure everyone cycles through the break area. Especially for neurodivergent staff, who might feel guilty or anxious about leaving a post, explicit permission and encouragement to use the chill-out zone is crucial. It helps combat the “power through at all costs” mentality that is pervasive in event production but ultimately counterproductive.
– Enforce quiet hours in crew lodging: For camping festivals or overnight events, consider setting designated quiet hours in crew camps or backstage after a certain time (just as you might in attendee campgrounds). For example, Burning Man and Thailand’s Wonderfruit create separate crew camps with enforced quiet hours so off-duty staff can get genuine rest, vital for anyone who has hit a wall midday. For urban festivals, perhaps have a deal with a nearby hotel or a crew crash space where noise is limited. If crew are sleeping on site, ensure they aren’t pitched next to the generator or an all-night stage. These accommodations sound obvious, but it’s surprising how often crew welfare is overlooked in planning. One festival production coordinator recounted discovering that their security team’s break room was set right behind a subwoofer wall – the team never really took breaks because sitting there was almost as loud as being on shift! They relocated it mid-festival to an indoor area and saw immediate improvement in the guards’ alertness after actual quiet time.
– Make break culture inclusive: Different neurodivergent folks will use breaks differently – some might truly need to be alone in silence, others might actually recharge by chatting with a friend about something other than work. Ensure your break area can accommodate both: maybe have one section with a “quiet, no talking” rule (even a small pop-up tent within a larger tent could work), and another section that’s more social (where crew can vent, joke, or decompress together). Marking these zones with simple signs can avoid misunderstandings (an autistic crew member taking quiet time won’t be interrupted by chitchat, whereas an ADHD crew member who relaxes by socializing can find a colleague to chat with in a different corner). The main point is that breaks should refresh the person on their terms. A truly inclusive break space acknowledges that and offers options.

Providing quiet breaks and rest areas isn’t coddling your staff – it’s preserving your most important resource: a clear-headed, healthy team. Festivals that have instituted these practices report smoother operations and fewer crises. For instance, after introducing a crew quiet lounge and strict break schedules, one large European festival saw a significant drop in on-site first aid treatments… for staff! It turned out in previous years many crew were working themselves to heat exhaustion or anxiety attacks. The next year, with better breaks, those incidents nearly vanished. The crew themselves gave glowing feedback that they felt more human and respected, which in turn made them more motivated. For neurodivergent crew members, knowing they have a safe haven when things get too intense can be the difference between them continuing to perform or having to bow out of the event entirely. A calmly 5-minute recharge can restore hours of productivity. As such, quiet zones and breaks aren’t lost time – they are an investment in sustaining energy and focus across the festival.

Tools and Accommodations for Crew Comfort

To round out a neuroinclusive work environment, consider various tools, technologies, and accommodations that can help neurodivergent staff stay comfortable and effective on the job. Many of these are inexpensive or already lying around in your production kit, just needing a conscious application:
– Personal protective equipment as accommodations: We typically issue earplugs, gloves, flashlights, etc. for safety – but these can double as sensory aids. Encourage crew to use ear protection not just when decibel levels legally require, but any time the noise is fatiguing (some people might even wear earplugs most of the day; that’s okay). Offer tinted safety glasses or sunglasses for those in bright sun or stage lighting. If a crew member finds radios overstimulating, see if they can use an earpiece or a text alert system for non-critical comms. A lot of neurodivergent individuals carry their own gear (noise-cancelling headphones, etc.), but having spares to distribute communicates that you support their use. According to ACAS guidance on reasonable adjustments for neurodiversity, common adjustments to help concentration include headphones to remove external noise, regular breaks, and a quiet place to work – exactly the kind of measures festivals can adopt on-site.
– Assistive tech and apps: Leverage technology to assist cognitive tasks. For instance, if a staff member struggles with organization or memory (perhaps ADHD or brain fog issues), encourage them to use their smartphone for setting alarms/reminders for key duties. The event could also use team apps (like Slack, Microsoft Teams, or even WhatsApp groups) to post important announcements in writing for everyone to refer back to. Some festivals use scheduling software that sends push notifications – which is great for volunteers who might lose track of time easily. There are also apps for two-way text communication with people who are non-verbal or during noise (useful in a loud environment to text instead of talk). One inclusion tip: ensure all videos or briefings you provide have captions or text summaries – helpful not just for Deaf staff but also those who process text better or want to quickly reference something without rewatching a video.
– Sensory kits and first aid for the mind: Consider assembling small “sensory kits” for crew, similar to those given to attendees at some events (where they include earplugs, fidget toys, etc.). A crew sensory kit could have a pair of quality earplugs, a fidget widget (e.g., spinner or squeeze ball), and perhaps chewing gum or peppermint candy (chewing can actually help some people focus and stay calm). These could be available at crew check-in or at the wellness/first aid station for any staff who needs. Additionally, encourage crew to take care of their physical comfort: staying hydrated, fed, and cool/warm as needed. Sometimes discomfort can exacerbate sensory issues – a dehydrated person is more likely to get headachey and noise-sensitive, for example. So basic welfare like easy access to water, snacks, and weather-appropriate gear is part of neuroinclusion too, aligning with general crew welfare best practices and keeping energy up with hydration and snacks. A simple trick: stash extra earplugs, sunscreen, and electrolyte packets at every staff point.
– Workspace adaptations: If you have a central production office or team trailers, set them up with neurodiversity in mind. This could mean having a couple of quiet desks or tents where someone can retreat to focus on a detailed task away from radio chatter. Use signage like “Quiet Workspace – Max 2 people, low voices” to allow those who need concentration to use it. Try to minimize flickering fluorescent lights or buzzing equipment in work areas (OC events might use LED lighting or natural light where possible). Keep clutter down – an over-cluttered ops room with cables and papers everywhere can be distracting for ADHD folks (and really, for everyone). If you know a staffer is highly light-sensitive or noise-sensitive, consider locating their workstation accordingly – e.g., position the accounting person (who might appreciate calm) in a back corner rather than by the main door where walkie-talkie noise flows in.
– Flexible use of assistive aids: Let staff use whatever harmless aids they might need. If a crew member with ADHD focuses better while doodling or using a standing desk, accommodate that – maybe have a tall table available or don’t chastise someone for scribbling in a notebook during a meeting (it might help them listen). If someone on radio duty prefers to stand and pace while talking (some neurodivergent people think better on their feet), that’s fine as long as they’re alert. Another example: permit earbud use for music in one ear during long static assignments (like overnight monitoring of a gate) if it helps them stay awake and calm – provided they can still hear critical calls with the other ear. Historically, rigid rules (no personal music, everyone sits at attention in meetings, etc.) were common, but loosening these in reasonable ways can make neurodivergent crew much more comfortable without harming productivity (in fact, likely improving it).
– Emergency decompression protocol: Despite best efforts, someone might experience sensory overload or a panic attack on the job. Have a simple protocol: if a crew member shows signs of acute distress (e.g., holding ears, hyperventilating, freezing up), remove them from the stressor immediately – have a floater cover them – and guide them to a quiet area. Train security and managers that in such moments the person isn’t “refusing to work” – they are having a moment that needs compassionate response. Often giving them 10-15 minutes in a dark, cool, quiet space (that crew quiet tent we discussed) can allow them to recover and rejoin. Make sure they know they won’t be “in trouble” for needing that time. In some cases of medical anxiety or severe episodes, having mental health first aid or a medic who understands neurodivergent needs can be invaluable (some festivals now include a counselor or mental health professional on the wellness team for staff as well as attendees). Ideally, however, your preventative measures will minimize these crises.

By equipping your crew with the right tools and flexibility, you empower each person to self-manage their comfort to a large extent. This reduces the burden on managers to constantly troubleshoot and also signals trust – you trust crew to know what they need (within reasonable bounds) to get the job done. Many of these accommodations, like scheduling apps or quiet workstations, benefit everyone, not just neurodivergent team members. In practice, neuroinclusive design often simply means human-friendly design. As one festival technical director quipped, “We did all this thinking it was for our neurodivergent staff, but turned out everybody loved the changes. Who doesn’t want better communication, saner schedules, and a break when needed?” That’s the beauty of these adjustments – they lift the whole crew, which lifts the whole festival.

To summarise how a festival can integrate inclusive practices at each stage of the event lifecycle, we’ve compiled a brief checklist below. This can serve as a reference for event organizers aiming to embed neuroinclusivity from planning through post-event:

Neuroinclusive Crew Management Checklist

By following a cycle of planning, execution, feedback, and refinement with neuroinclusion in mind, festivals can steadily build a more supportive environment year over year. Inclusive crew management isn’t achieved overnight – it’s an iterative process of continuous improvement, much like perfecting the festival itself.

Volunteer Program Best Practices for Neuroinclusion

(We’ve already touched on volunteer roles and scheduling earlier, but this section will focus on the volunteer program overall – recruiting, training, and supervising volunteers in a neuroinclusive way.)

Welcoming Neurodivergent Volunteers from the Start

An inclusive volunteer workforce begins with how you recruit and welcome people into the fold. Festivals in 2026 are expanding their outreach and tweaking their messaging to draw a more diverse volunteer base, including neurodivergent individuals who might not have considered volunteering before. Some tactics include:
– Inclusive recruitment messaging: Ensure your volunteer sign-up page explicitly states that people of all backgrounds and abilities are encouraged to volunteer. Highlight that you provide training and accommodations. For example, a line like, “We welcome volunteers of all abilities. If you’re passionate about contributing, we’ll find a role that suits you,” can make a neurodivergent reader feel far more confident applying. Avoid overly restrictive language like “must be an excellent communicator and super outgoing” unless that truly is required – it may deter someone with autism who thinks “I’m not a social butterfly, so I guess I can’t volunteer,” when in reality there are roles that don’t demand that. Instead, describe tasks neutrally and mention that various skills (organization, creativity, reliability, etc.) are valued.
– Targeted outreach to neurodiverse communities: Don’t only post volunteer calls on the usual music forums or student groups. Consider reaching out to neurodiversity advocacy organizations, local disability resource centers, or even online communities (like autism forums or ADHD social groups) with information about volunteering at your festival. Emphasize that you offer a supportive environment. Partnering with these groups can help identify eager volunteers who may have been sidelined from traditional opportunities. As an example, Glastonbury’s collaboration with Diverse UK not only staffs their sensory calm spaces but also effectively recruits autistic and neurodivergent volunteers through that organization’s network, ensuring volunteers have roles they can perform. Similarly, some events partner with university programs for students with disabilities, offering volunteering as a work experience opportunity. This way, you tap into a pool of volunteers who are enthusiastic and often bring a fresh perspective, and they get a chance to be part of an event that might have seemed inaccessible before.
– Accessible application process: Make sure your volunteer sign-up process is user-friendly for people with different needs. Use plain language on forms, and don’t make every question essay-length – a neurodivergent person with dyslexia or ADHD might give up if faced with a huge open-ended form. Instead of “Write a 300-word statement about why you want to volunteer,” use specific prompts like “List two or three areas you’d be excited to volunteer in” or offer multiple-choice options. Provide a direct contact (email/phone) for anyone who has questions or needs help with the form. Also, invite disclosure of any support needs in a positive way: “If you have any disability or condition (for example, autism, anxiety, dyslexia) and might need certain accommodations while volunteering, you can let us know here (optional). This will help us place and support you better.” Make it optional, and assure privacy. Even if few people disclose at that stage, it sets a tone of openness and gives you a heads-up if someone does mention, say, “I have autism and might need a quiet break occasionally.”
– Clear expectations and flexibility: Be upfront about what volunteering entails, but also highlight flexibility. For instance, if volunteers must do 3 shifts of 4 hours, clarify that, but also note “We can make adjustments for health needs – just talk to us.” The worst scenario is someone signs up, gets overwhelmed, and quits mid-festival because they misunderstood the commitment or felt unsupported. Avoid that by making sure everyone, including neurodivergent volunteers, knows what to expect and feels they can request adjustments. Some festivals even allow volunteers to buddy up and split shifts to accommodate those who can’t do a full stint alone. Think creatively: a neurodivergent volunteer might volunteer with a support person (friend or aide) – is that allowed? It could be a great way for someone who needs a bit of help to still participate. Many events allow a personal aide to accompany a volunteer with disabilities (the aide often gets a pass but isn’t formally in the volunteer roster; they’re just there to assist the person). These kinds of policies quietly enable participation without fanfare.

Overall, the recruitment phase sets the tone. By signaling loud and clear that neurodivergent individuals are welcome and that the festival is ready to support them, you open the door for a richer volunteer team. Remember that many people in neurodiverse communities talk to each other; building a rep as an inclusive event can create word-of-mouth recruitment gold. One volunteer might post in an ADHD Facebook group, “Hey I volunteered at X Festival and it was awesome – they were super accommodating about my anxiety issues,” and next year you’ll have a flood of new folks interested. The effort you put into inclusive recruiting will come back to you in the form of passionate, grateful volunteers.

Inclusive Orientation and Training for Volunteers

Once you have a diverse group of volunteers signed up, the next step is to train and orient them in an inclusive way. Throwing all volunteers into the deep end with a fast, one-size-fits-all briefing can leave many – especially those who need a bit more processing time or alternative learning formats – feeling lost. Here’s how festivals are modernizing volunteer training with neuroinclusion in mind:
– Stagger information delivery: Rather than dumping everything on volunteers in a single 2-hour info session, consider breaking up the orientation into pre-event materials and shorter on-site sessions. For example, send an orientation video or handbook a week in advance (with captions and visuals) so people can absorb the basics at their own pace. Then hold a focused, shorter briefing on-site for each team addressing immediate operational stuff and questions. Neurodivergent volunteers, like those with autism or ADHD, often appreciate having information ahead of time to reduce uncertainty, which helps build a larger, more loyal audience and team. One festival noticed far fewer repetitive questions from volunteers and less anxiety when they started sharing a “Volunteer Survival Guide” PDF in advance – it included photos of key locations, a run-down of a typical shift, and FAQs about breaks, meals, etc. Volunteers came in feeling prepared, and the on-site training could then be more interactive and reinforcing rather than a firehose of new info.
– Use multiple teaching methods: In your volunteer orientation, be mindful that people learn differently. Some absorb spoken instructions well, others need to see or do. So, mix it up: use slides or props when explaining (e.g., hold up the actual radio and demonstrate how to use it, instead of just talking about it). Do a walk-through of the site with the group if possible, pointing out key areas – this kinesthetic element helps those who learn by doing/moving and also lets volunteers map the space in their minds. If you’re explaining a procedure, perhaps role-play it: have two staff act out a typical patron interaction for the volunteers. Encourage questions throughout (sometimes neurodivergent folks hesitate to interrupt, so actively pause and invite questions). Additionally, provide a concise handout or reference card – something volunteers can carry that lists radio codes, important phone numbers, or shift timings. This is useful for everyone and can ease the working memory burden on volunteers who get anxious about forgetting things.
– Address inclusion and etiquette as part of training: To ensure neurodivergent volunteers feel comfortable, train the entire volunteer corps on basic inclusion and teamwork. Set ground rules like “We help each other out” and “No bullying or cliquish behavior – we’re one team.” If volunteers know that mocking someone’s stutter or fidgeting is unacceptable, it heads off potential issues. In fact, some festivals have volunteers sign a simple code of conduct. Include something like, “Treat fellow volunteers, staff, and attendees with patience and respect. Embrace our diverse team – we all have different strengths.” When volunteers see that inclusivity is an expectation, they are more likely to behave supportively. Many may never have worked with an autistic or dyslexic peer closely; a few pointers can go a long way (e.g., as part of training, you might mention, “If your teammate says they’re dyslexic and prefer you read out any text instructions to them, let’s all be cool about doing that.”).
– Buddy system in training: We touched on the buddy system earlier for during the event, but you can start it from orientation. Pair new or anxious volunteers with a more experienced volunteer or a staff member during the training exercises. This smaller grouping allows them to ask “silly” questions one-on-one and not get lost in the crowd. It also gives them an immediate friendly face on the team. Festivals like Dragon Con (a large fan convention) assign newbie volunteers to small groups led by a veteran who mentors them through their first volunteer shift – a practice festivals could mirror by, say, grouping volunteers in teams of 4-5 with a team lead during training activities. That way, the team lead can keep an eye and catch if someone doesn’t seem to understand something and review it quietly.
– Hands-on practice: Especially for volunteers in roles with equipment or protocol (ticket scanning devices, radio calls, emergency procedures), let them practice in a low-pressure setting. Neurodivergent folks often benefit from muscle memory and familiarity. If the first time they hold a scanner is when a line of 50 excited attendees is in front of them, it could be overwhelming. Instead, during training, have a mini simulation: volunteers pair up and scan dummy tickets, or do a practice radio check-in by calling the trainer mimicking Control. This builds confidence. One festival’s accessibility manager shared that their autistic and ADHD volunteers gained huge confidence after they introduced a “volunteer practice hour” – volunteers could visit each department’s station (gate, merch, info) and run through a mock interaction or task. It not only helped those volunteers, but the whole team performed better on show days because they weren’t figuring things out from scratch. Throwing untrained volunteers into a festival is a recipe for chaos, so modern training and onboarding for volunteers is vital for all, with extra care to accommodate varying learning needs.

Investing time in inclusive volunteer orientation pays off in spades. Volunteers start their shifts feeling competent and supported, which reduces no-shows and mistakes. For neurodivergent volunteers, it also helps reduce the anxiety of the unknown. A well-thought-out training ensures that by the time the festival gates open, every volunteer – whether neurotypical or neurodivergent – knows what to do, knows who to ask for help, and feels like an integral part of the event machine.

Supporting Volunteers During the Festival

Once the festival is underway and volunteers are in the thick of it, maintaining support systems is key. Things can and will deviate from the plan, so being attentive to volunteer welfare throughout the event ensures everyone gets through their shifts successfully. Here’s how to keep volunteers – including those who are neurodivergent – thriving during the live event:
– Close supervision without micromanagement: Assign enough volunteer coordinators or zone leaders so that volunteers have a point person nearby at all times. The idea is not to hover, but to be available. For instance, if you have volunteers stationed around the venue, have roving coordinators who periodically check in: “Everything going okay here? Need anything?” A quick check-in can give a struggling volunteer an opening to say they’re overwhelmed or confused about something. On the flip side, if everything’s fine, the coordinator moves on without interfering. Striking this balance is easier with adequate staffing – one coordinator per X volunteers, depending on the layout. Bonnaroo and other large festivals have learned to put volunteer HQ tents or coordinators within reach so volunteers never feel stranded, preventing volunteers from feeling mistreated or unsupported. This especially helps neurodivergent volunteers because they know exactly whom to contact if an issue arises (reducing the anxiety of “what if I can’t handle something?”).
– Structured check-out and debrief each shift: When a volunteer finishes their shift, do a brief debrief: “How did it go? Anything you want to pass on to the next shift or any problems?” This serves two purposes: operational handover and volunteer well-being check. A neurodivergent volunteer might not proactively share that a certain task was hard for them, but if asked, they might say “It was really loud by Stage 2, I had a hard time hearing patrons.” Then you can note to maybe give them a different assignment tomorrow or provide ear defenders. Also, this conversation makes them feel seen and not just a cog. Many festivals also encourage volunteers to fill out a quick log or have a group chat to share any highlights or issues after each day, which volunteer managers monitor. Being attentive allows you to catch bigger problems early.
– Empower volunteers to swap or step back if needed: Despite best planning, sometimes a volunteer ends up in a role that isn’t working for them once the reality hits. Adopt a no-fault reassignment policy: if a volunteer comes to you and says, “I can’t handle this position,” don’t treat it as failure. See if you can swap them with someone in another role. For example, a volunteer finding the merchandise booth too chaotic could be much happier doing artist check-in, and maybe another volunteer wouldn’t mind swapping in. Obviously, you can’t promise that every request can be accommodated, but being flexible in the moment can save a volunteer from quitting entirely. During one UK festival, a volunteer with anxiety was assigned to a busy beer tent and started panicking on Day 1. The volunteer manager quickly swapped him with another volunteer from a calmer family area role. Both did well after that – the anxious volunteer thrived in the quieter role, and the one who took over the beer tent actually loved the fast pace. The manager later said, “I realized we should have placed them that way from the start – but at least we listened and fixed it on the fly.” Having a few floating “spare” volunteers each day (as mentioned before) also gives you the flexibility to pull someone out for a break if needed without leaving a post empty.
– Reiterate the importance of breaks and self-care: Volunteers can be zealous and skip breaks thinking they’re being helpful. Remind them daily that their well-being comes first. Volunteer coordinators should enforce break schedules just like paid staff. Announce, “Everyone on the morning shift, please take 15 now if you haven’t yet.” Also encourage hydration – have water accessible at all volunteer points (thirst can worsen stress). Some events distribute volunteer care packs: a water bottle, a few energy bars, and a map showing crew rest zones and first aid. When volunteers see the organizers care about their comfort, they’re more likely to take care of themselves too. Additionally, keep an eye out for volunteers who might be on the verge of overload – perhaps a normally chatty person goes quiet and looks pale, or an autistic volunteer starts visibly flapping their hands (a sign of stress or excitement). Gently ask them if they’d like a break or need any assistance. A little empathetic attention can prevent a situation from escalating.
– Social support and camaraderie: Feeling part of a team can buffer a lot of stress. Encourage a positive team atmosphere: maybe hold a quick volunteers-only meetup at the end of each day where people can share stories or just relax together (if they have the energy). Some festivals have a volunteers-only chill space (besides the quiet zone) with music, games, etc., for after shifts – sort of a volunteer green room. This can help neurodivergent volunteers form friendships and not feel isolated. That said, also respect if someone chooses to keep to themselves after shifts – alone time might be how they recuperate. The idea is to provide opportunities for bonding and peer support, which often spontaneously results in volunteers helping each other. A lot of inclusion happens organically: think of a volunteer pair where one says to the other, “Hey, I noticed you got a bit flustered when the crowd rushed in – next time I’ll handle the first rush, and you can take over once it calms, cool?” That kind of buddy support is golden and emerges when you cultivate a non-competitive, all-in-it-together vibe among volunteers.

By actively managing volunteer support throughout the festival, you ensure that those initial inclusive intentions carry through to reality. Volunteers should feel like they weren’t just accommodated as an afterthought, but actively supported from their first shift to their last. This not only makes this year’s event run well, but it also encourages volunteers to return. For a neurodivergent volunteer, a successful experience can be life-changing – they gain confidence and may volunteer or even work elsewhere because of it. As a festival organizer, you’re not only getting the immediate help but also contributing to that person’s growth in the events community. And practically, a returning volunteer is incredibly valuable: they come back experienced, which reduces training needs and often they recruit friends (the kind of word-of-mouth marketing money can’t buy). So treating volunteers right, with individual care, is really an investment in the sustainability of your festival’s human capital.

Fostering a Neuroinclusive Team Culture

Leadership Commitment and Policy

Creating a neuroinclusive environment requires top-down commitment. Festival leadership must not only endorse inclusion in words but also bake it into the event’s policies and daily practices. Why? Because a supportive culture emanates from the standards set at the top. Here’s what strong leadership commitment looks like:
– Establish clear inclusion policies: Just as festivals have policies for safety or conduct, have one for diversity and inclusion that explicitly covers neurodiversity. This might mean adding clauses to staff handbooks or volunteer agreements about providing reasonable accommodations, zero tolerance for discrimination or bullying (including on the basis of neurological differences), and the process for requesting support. A code of conduct for staff/volunteers, similar to those for attendees, sets the expectation that everyone deserves respect. For example, Coachella’s “Every One” initiative we mentioned earlier wasn’t just PR – they backed it up with clearly stated policies and consequences for violating them, starting with a strong code of conduct for inclusive teams. Your festival’s policy could state, for instance: “We are committed to an inclusive workforce. Crew members may request accommodations (such as modified duties or schedules) without fear of penalty. Harassment or ridicule related to any disability or neurological difference is grounds for removal from staff.” The existence of such written rules gives neurodivergent staff assurance that the festival has their back and gives managers a framework to operate within.
– Ensure management buy-in: It’s crucial that all department heads and middle managers embrace the inclusion mission. Leaders should communicate why neuroinclusive practices are important – not just because “it’s nice,” but because it leads to a more effective and fair team (as we’ve covered). Sometimes providing managers with data or success stories helps. Share examples like, “Our stage crew efficiency went up when we let people rotate out for breaks, which particularly helped one crew member with ADHD to recharge and then fix a cabling issue others missed.” Highlighting wins and positive outcomes makes inclusion a concrete benefit, not an abstract ideal. In staff meetings, festival directors should speak about inclusion alongside safety and revenue – putting it on equal footing as a priority. One live nation venue manager noted that after their corporate bosses started every meeting with a note on staff inclusion and well-being, it trickled down into everything they did. Leadership can also assign an inclusion champion on the core team – someone whose job is to keep an eye on diversity and neuroinclusion aspects during planning. That shows it’s taken seriously at the highest level.
– Lead by example: Festival directors and senior staff set the cultural tone by their own behavior. If crew see the production manager lose patience and shout at someone who’s struggling, it undermines all the inclusion talk. Conversely, if they see leaders treating everyone with patience, jumping in to assist without judgment, it reinforces the message. For instance, a site ops director might notice a volunteer getting flustered and personally step in kindly, or a tour manager might publicly thank a neurodivergent crew member for their unique contribution (“shoutout to Sam for that detailed inventory list – his attention to detail saved us time”). These small gestures by leaders ripple outward. Also, leaders shouldn’t be shy about sharing their own differences if comfortable – e.g., “I have dyslexia, so I really value visual plans,” a manager might mention, normalizing neurodiversity in leadership ranks.
– Allocate resources to inclusion: Commitment isn’t just words – it’s in the budget too. Ensure you allocate some resources for things like extra staffing (to allow breaks), accessibility tools (captions on radios, sensory materials for calm spaces), or training sessions. If every line item is funded except the inclusion initiatives, they quickly fall by the wayside when crunch hits. On the contrary, by planning and resourcing them, you signal they are non-negotiable aspects of the event. For example, budgeting for an additional volunteer coordinator or a quiet tent rental may have a modest cost, but yields significant benefits in crew performance. One festival increased their volunteer catering budget slightly to offer a variety of meal options including sensory-friendly plain foods (because some neurodivergent individuals have dietary sensitivities or preferences for less spicy, simple foods). That small financial choice made a difference to volunteers who might otherwise skip eating and lose energy. Whether it’s money, time, or space allocation – leaders must put resources behind their inclusive values.
– Integration into safety and emergency planning: Show that neuroinclusion is part of overall festival safety and success by integrating it into emergency plans and risk assessments. For instance, consider how you’d assist a neurodivergent staffer in a crisis – does your plan account for a crew member who might freeze up due to sensory overload if an evacuation alarm goes off? Identifying these scenarios and planning for them demonstrates thorough leadership. Perhaps in drills, include a situation like “volunteer having panic attack during evacuation” and practice response. When the team sees that even in emergencies the plan is to handle vulnerable moments with care (not just bark at them to move), it reinforces that the festival truly values every individual’s safety. The Event Safety Alliance and similar bodies emphasize the importance of accounting for staff well-being in crises, not solely attendee – this is part of that ethic.

In sum, leadership commitment is about institutionalizing neuroinclusion so it doesn’t depend on one champion or fluctuate year to year. It becomes part of the event’s identity and way of operating. As a result, even new crew quickly absorb that “this is how we do things here.” The most successful festivals in terms of crew diversity are those where a new staff member can immediately sense the inclusive culture – because it’s evident in policies, communications, and the attitudes of everyone around them.

Zero Tolerance for Discrimination and Bullying

Creating a safe space for neurodivergent staff also means actively preventing and addressing any form of discrimination, bullying, or harassment. Unfortunately, as in any workplace, issues can arise – whether it’s teasing, impatience, or outright hostility. A neuroinclusive festival crew establishes a zero tolerance policy and backs it up with swift action:
– Make standards of behavior explicit: As mentioned in leadership commitment, have a written code and make sure everyone is aware of it. In particular, emphasize that mocking or gossiping about someone’s differences (be it an accent, a stim behavior like hand-flapping, a learning pace, etc.) is not allowed. Sometimes people engage in “just joking” banter that actually crosses a line. Train team leads to shut that down: e.g., if someone says “Oh, Joe’s freakin’ out about his spreadsheets again, classic OCD haha,” a good response from the lead or peer is “Hey, not cool – we don’t do that here.” It might feel awkward to correct a joke, but it sets the tone. Many neurodivergent individuals have faced long-term bullying in school or work; a festival job can be daunting if they expect more of the same. Showing that the organization will defend their right to respect can be a huge relief and allows them to work without that cloud of social fear.
– Channels for reporting issues: Ensure crew know how to report if they experience or witness harassment. Whether it’s telling HR, speaking to a supervisor, or an anonymous form, make the mechanism clear and easy. Importantly, take every report seriously and respond promptly. If a volunteer says, “Hey, my teammate kept imitating my stutter on radio and it made me uncomfortable,” don’t dismiss it. Investigate, speak to the persons involved, and enforce consequences according to your policy (maybe a warning or removal depending on severity). It’s critical to loop back to the affected person and let them know the issue was addressed. One festival instituted a confidential text line for crew to contact a central manager if they had any problems – they found younger volunteers in particular were more likely to text than to find a supervisor in person. Through this, they caught a situation where a tech crew member with Tourette’s was being subtly bullied by two colleagues, and they intervened swiftly. Had there been no safe way to report, that crew member might have silently suffered or quit.
– Foster peer accountability: Encourage crew to watch out for each other. This includes speaking up if they see someone being treated unfairly. Often, bullying stops when bystanders show it’s unacceptable. Empower even volunteers to escalate issues – like telling a coordinator if they overhear a nasty comment. The old “if you see something, say something” applies to internal culture too. Some festivals incorporate scenario discussions in training, like “What would you do if you saw another crew member teasing someone for being slow at a task?” to instill this norm of looking out for teammates. The desired answer: “Intervene or tell a supervisor.” When people collectively buy into being an inclusive family, bullies find no audience.
– Recognize and address implicit bias: Not all discrimination is overt name-calling. Sometimes a neurodivergent volunteer might be consistently given fewer responsibilities because a coordinator assumes they can’t handle it – that’s a form of bias too. Train managers to assess tasks based on individual capability and not to sideline someone just because of a label. Conversely, don’t overcompensate or patronize either (“You’re autistic so I’ll just have you do the simple stuff” – that can be demoralizing if the person is actually capable of more). Dialogue is key: ask individuals what they are comfortable with and challenge any assumptions. If a neurodivergent crew member feels underutilized or excluded from the “real work,” that’s a problem to solve. Include questions in the feedback process like “Did you feel you had equal opportunity to contribute?” to catch any biases in how work was allocated.
– Celebrate differences publicly: A subtle cultural element to counter discrimination is to periodically celebrate the team’s diversity in a positive light. For example, a project manager might say in a staff meeting, “I love how our crew has all kinds of thinkers – like Jordan’s checklist system, which came from him managing his ADHD, is now helping all of us stay on track. Thank you, Jordan!” This kind of acknowledgement turns what could be seen as a “quirk” into a point of team pride. It sends the message that differences are assets, not annoyances. If someone does make a snide remark later, it’s easier for peers to dismiss it because the tone set by leadership is one of appreciation, not ridicule.

Establishing a truly safe and bias-free environment makes the festival crew a place where neurodivergent members can let their guard down and work without fear. It often stands in contrast to other workplaces they’ve experienced, and that positive difference will stick with them. People talk about how they were treated, and being known as an event that takes care of its crew (including quashing any bullying) enhances your reputation in the industry. More immediately, a harmonious team is simply more productive – less drama, more focus on the job. It’s hard to quantify the cost of discrimination on productivity, but it’s there: distraction, turnover, low morale. By adopting zero tolerance, you actually keep the team’s energy directed where it should be – putting on a fantastic festival.

Continuous Learning and Feedback

Building a neuroinclusive team culture is an ongoing journey. As the festival evolves year to year, so will the team and the challenges they face. Committing to continuous learning and improvement ensures that inclusion efforts don’t stagnate or become outdated. We’ve already discussed feedback loops in depth earlier, so let’s focus on how a festival can institutionalize learning and stay adaptive:
– Post-mortems with an inclusion lens: After the dust settles on the festival, do a thorough debrief that explicitly covers crew and volunteer inclusion. Many events hold internal “post-mortem” meetings to review what went well and what didn’t. In those meetings, have a section for crew welfare/inclusion. For instance, did any departments struggle with staffing or see high volunteer no-show rates (which could indicate issues like overwhelming conditions or poor support)? Did any crew come to management with problems that reveal a systemic gap (e.g., “We had three different crew ask for a quiet space and we only had one small room – maybe we need more”)? Document these insights and turn them into action items for next time. By making inclusion a standard part of post-event analysis, it gets the same level of scrutiny and continuous improvement as, say, the sound or ticketing systems.
– Stay updated on best practices: Encourage your team (especially HR, volunteer coordinators, production managers) to keep learning about diversity and inclusion beyond the festival. The landscape of understanding neurodiversity is advancing – what was seen as a helpful approach 5 years ago might be seen as insufficient today. There are always new tools (for example, the emergence of quiet hour concepts at events, sensory mapping, or VR training for staff empathy). The festival could budget for key staff to attend an accessibility workshop or an IFEA (International Festivals & Events Association) conference session on inclusive staffing. Even reading industry publications or following relevant social media groups can provide ideas. Some festivals engage external consultants occasionally to audit their practices and offer fresh suggestions. Don’t think of it as a one-and-done; make professional development in this area part of your org’s growth.
– Diversify leadership and planning input: To truly understand and meet the needs of neurodivergent crew, involve them (and other diverse staff) in planning roles if possible. This might mean hiring or promoting neurodivergent individuals into supervisory positions, or at least inviting a few crew members from varied backgrounds to planning meetings to voice their perspectives. Remember the saying “Nothing about us without us” – it applies internally too. For example, if you’re redesigning volunteer training for next year, get feedback from a neurodivergent volunteer from this year on how to improve it for people like them. Some tech companies have neurodiversity employee resource groups that consult on products; similarly, a festival could convene a small advisory group of staff/volunteers representing different needs to bounce new ideas off. Not only will you get better solutions, but those folks will feel valued and heard.
– Adapt to crew demographic shifts: Over time, your crew’s makeup may change. Perhaps you start attracting more volunteers on the autism spectrum because word got out you’re accommodating – fantastic, but be ready to adapt scale-wise (e.g., maybe your single calm tent needs expansion). Or maybe your event grows and draws an older volunteer cohort (retirees) in addition to youth – which brings in other considerations like hearing or mobility accommodations that can overlap with neurodiversity needs (like older folks might have more hearing sensitivities). Always assess who your team is becoming and adjust inclusion measures accordingly. It’s a dynamic target. COVID-19 also taught us that global events can suddenly change workforce dynamics (e.g., more people now dealing with anxiety or PTSD, etc.). A culture of continuous learning means you won’t be caught flat-footed – you’ll be routinely checking, “What do our people need this year that might be different from before?”
– Celebrate progress and set new goals: Lastly, periodically take stock of how far you’ve come in inclusion, and set goals for where to go next. Maybe this year you successfully implemented flexible schedules – celebrate that win with the team (“We had 0 no-shows and positive feedback thanks to our new scheduling system!”). Then identify the next priority – perhaps improving the physical accessibility of crew areas or increasing diversity in hiring. By treating inclusion as an integral, evolving project, you keep momentum. Crew will notice if each year something new improves for their well-being, and that keeps morale high. It also cushions against backsliding – if a new manager comes in who’s not used to these practices, the established culture and clear goals will guide them into the fold rather than allowing regression.

In reality, fostering an inclusive culture is like tending a garden: you have to keep watering, weeding, and planting new seeds. Sometimes there are storms (a stressful event season, turnover in staff) that can disrupt things, but with continuous care, the overall garden grows stronger each year. Festivals are ever-changing, so making neuroinclusion a living part of the organization ensures that as the festival evolves, it always remains a place where all team members can thrive. And when crew thrive, the festival itself shines – because a team that feels safe, respected, and motivated will pour their passion into making the event the best it can be.

Real-World Examples of Neuroinclusive Practices

To see these principles in action, let’s look at a few real-world festival case studies and examples where organizers have adapted to support neurodivergent team members. These range from global large-scale festivals to smaller community events, demonstrating that neuroinclusion is possible in any context.

Glastonbury Festival (UK): Sensory Calm Spaces & Inclusive Volunteering

Glastonbury, one of the world’s largest and most iconic festivals, has in recent years been a leader in integrating accessibility and neurodiversity considerations for both attendees and crew. Since 2022, Glastonbury has introduced multiple “sensory calm spaces” on its vast grounds, staffed by volunteers from Diverse UK (a neurodivergent-led organization) to help people who are feeling overwhelmed. Initially starting with one quiet tent as a pilot, the demand was evident – by 2023 they expanded to five calm spaces, each offering a refuge of low lighting, comfortable seating, and sensory aids like noise-cancelling headphones and fidget tools to reduce stress to a neurodiverse brain, located in a quiet area for those who need to use the space. Interestingly, the volunteers themselves – many of whom have ADHD or autism – are working these tents. One volunteer, Joel Aughey, noted that these spaces were “vital” for neurodiverse people and shared how fulfilling it was as a crew member to help someone go from overwhelmed to smiling again, as Mr. Aughey, who has ADHD, explained. Diverse UK’s sensory calm spaces have expanded since 2022 because of demand. This example highlights a virtuous cycle: by empowering neurodivergent volunteers with a role that leverages their empathy and lived experience, Glastonbury improved attendee support and gave those volunteers a sense of pride and belonging. On the crew side, Glasto also collaborates with Attitude is Everything (a disability access charity) for staff training, and partners with Oxfam, WaterAid, and other charities to manage their huge volunteer workforce in a structured, compliant way, partnering with charities to stay on the right side of labor regulations. The result is a festival often cited for its progressive crew culture and strong retention of volunteers. Even on a muddy 900-acre farm with 200,000 attendees, the Glastonbury team manages to carve out safe spaces and inclusive practices – setting a precedent that size is no excuse for not addressing neurodivergent needs.

Wander Wild Festival (Ireland): Autism Training for Staff

Wander Wild is a much smaller, niche festival in Ireland focused on outdoor and wellness activities. What makes it noteworthy is how a festival of its scale (a few thousand attendees) proactively embraced neuroinclusive training. Before their event, Wander Wild’s organizing team consulted with AsIAm, an Irish autism advocacy group, and put several team members through autism awareness training, collaborating with local specialists for autism-friendly festival planning. During the festival, they implemented a designated Quiet Zone on site (with fidget toys, beanbags, low sensory stimuli) that served both attendees and any staff who needed a breather, providing sensory chill zones for everyone. They also briefed all volunteers on how to identify and assist someone experiencing sensory overload. A specific incident reported was when a volunteer noticed a child with headphones showing signs of distress in a busy area – thanks to training, the volunteer smoothly guided the family to the Quiet Zone, avoiding a meltdown. The organizers credited the training for giving staff the confidence to act supportively rather than freeze. For their crew, Wander Wild’s leadership openly stated that neurodivergent volunteers were welcome and that any needs (like flexible scheduling or role adjustments) would be met – and indeed they had several autistic volunteers help out, including one in charge of maintaining the Quiet Zone itself. This case shows that even a relatively new festival can bake neuroinclusion into its DNA from the start, tapping local expertise and scaling solutions appropriately. It earned them goodwill in the community and positive press as “Ireland’s first autism-friendly adventure festival,” which attracted more families and volunteers to join the next year.

“A Different World Festival” (UK): Built-In Neurodiverse Crew and Performers

A Different World Festival is a unique example because it was created specifically to be inclusive of neurodivergent and disabled people. Held in the UK, it’s a smaller music festival tailored for those who usually find festivals inaccessible. What’s inspiring is that this ethos extends behind the scenes: many of the festival’s crew and performers are neurodivergent or disabled themselves, proving that community engagement creates a powerful sense of belonging. The organizers worked with local disability job coaches to recruit crew with autism and learning disabilities for roles like stage hands, artist liaisons, and greeters – matching them to roles that fit (one autistic crew member with great organizational skills ran the Green Room check-in). They structured the work environment to be calm: lower volume soundchecks, clear daily schedules, and even a mid-day meeting specifically to let crew voice any concerns or sensory issues which they then promptly addressed (such as adjusting a flashing light that bothered one staff member). Performers at the festival included neurodivergent artists, which meant the stage crew also learned to adjust – e.g., giving extra setup time for an autistic band that needed routine. The festival’s success (sold out and returning annually) is proof that an event can center neurodiversity not just as an accommodation but as the star of the show. Crew reported it was one of the most supportive work environments they’d experienced, and local government disability advocates held it up as a model. The takeaway: when inclusion isn’t an afterthought but the foundation of a festival, it elevates everything – crew, artists, and audience all benefit in a harmoniously designed experience.

Bonnaroo (USA): Accessibility Integration in Volunteer Program

Bonnaroo, a major American music festival famed for its positive community vibe, has taken steps to ensure volunteers with disabilities or neurodivergence are seamlessly integrated. Bonnaroo’s volunteer FAQ and support channels explicitly invite those with any accessibility concerns (including “unseen” disabilities like autism or anxiety) to reach out ahead of time so they can be placed in suitable roles, allowing organizers to adjust assignments for a positive experience. The festival works with a third-party volunteer management company that provides training on ADA (Americans with Disabilities Act) compliance and inclusion. A practical example: in 2022, a volunteer disclosed she had Asperger’s and might struggle with loud, chaotic situations. The volunteer coordinators assigned her to the festival’s information tent, which had lower stimulus and a clear structure, rather than parking or tollbooths which are more hectic. They also arranged for her to have an extra shadowing session during the orientation so she’d feel more prepared. During the fest, Bonnaroo’s volunteer HQ had an “access coordinator” available each day – essentially a staff member who specialized in solving any issues for volunteers with disabilities, whether that meant getting a sign language interpreter for a deaf volunteer at meetings or finding a quieter post for someone who was getting overwhelmed. These measures meant that volunteers of all abilities felt like they had an advocate and equal opportunity to contribute. Bonnaroo’s overall culture of kindness (the “Radiate Positivity” slogan) dovetails with these efforts, and they’ve received praise in accessibility circles for not only focusing on attendees, but internal inclusion too. It shows a big, mainstream festival putting principles into practice by embedding support roles and clear processes for inclusion in their massive volunteer operation.

Small Local Festivals: Adaptive On-the-Fly Solutions

Not all examples come from well-known festivals; many local event producers have great stories of adapting for their neurodiverse team members in real time. For instance, a regional electronic music festival in Australia found one of their lighting techs (who had ADHD) was struggling with the overnight programming shifts – his focus wavered at 3 AM and errors crept in. The production manager noticed this after the first night and, the next night, brought in a second tech so they could work in tag-team with regular short breaks. They also pumped a bit of extra light into the lighting control tent (realizing the pitch dark plus screens was causing drowsiness) and provided energy drinks. The tech, now supported, excelled the rest of the fest. Another example: at a community cultural festival in Canada, an autistic volunteer in charge of merchandise inventory became anxious when crowds of other volunteers came into the merch tent to hang out. The staff responded by setting up a “Volunteer Chill Zone” outside with snacks and music so people wouldn’t congregate in his work area. They also put a friendly sign “Merch stock in progress – please minimize tent traffic” and funneled socializing elsewhere. This drastically reduced his stress and he thanked the team afterward for understanding his need for an orderly workspace. These are on-the-fly adjustments without grand programs or budgets, just attentive management responding to individual needs – something any festival can do.

Each of these cases – big and small – underscores a common theme: when festivals actively support their neurodivergent crew and volunteers, those team members repay it through dedication, unique contributions, and often brilliant performance in their roles. Inclusion is not a charitable act; it’s a strategy that improves the event. The examples also illustrate that there are many paths to the goal: from formal programs and partnerships (Glastonbury, Bonnaroo) to organic problem-solving (local fests). What they share is a genuine commitment to adapt and the humility to learn from those with lived experience. As more festivals implement such practices, the industry moves closer to a future where neuroinclusive teams are standard – making festivals not just incredible experiences for attendees, but also exemplary workplaces for the diverse individuals who bring them to life.

Key Takeaways

• Understand and Embrace Neurodiversity: Roughly 15–20% of people are neurodivergent, so it’s likely your festival crew already includes neurodiverse members. Approach neurodiversity as a normal part of workforce diversity – recognize the common conditions (autism, ADHD, dyslexia, etc.) and the unique strengths and challenges they can bring. When you value different ways of thinking, you unlock better problem-solving and creativity on your team.
• Match Roles to Strengths: Don’t use a one-size-fits-all approach to assigning tasks. Provide a range of crew and volunteer roles to suit different abilities and comfort levels, such as having volunteers run info booths or quiet areas. Adapt responsibilities through “job carving” if needed – let detail-oriented folks handle precise tasks, put high-energy people in dynamic roles, and move anyone who’s overwhelmed to a calmer post. By playing to each individual’s talents, you improve performance and job satisfaction.
• Clear Communication is Key: Use plain, direct language for instructions and avoid sarcasm or vague jargon. Back up verbal briefings with visual aids and written summaries so everyone has a reference. Encourage crew to ask questions and double-check understanding. Simple tools like checklists, maps, and color-coded schedules can significantly help neurodivergent staff stay on track and reduce anxiety.
• Train for Inclusion: Invest in training your managers, staff, and volunteers on neurodiversity awareness and inclusive teamwork. Cover basics like sensory sensitivities, communication tips, and de-escalation techniques. For example, teach staff how to recognize signs of sensory overload and calmly guide someone to a quiet area by having pen and paper handy and giving them time, helping to resolve sensory overload situations without trauma. Experienced producers know that a team educated in inclusion will be more confident, cohesive, and capable of supporting one another.
• Sensory-Friendly Environments & Schedules: Mitigate the intense festival environment by enforcing reasonable shift lengths, rotation, and regular breaks, ensuring protection from the elements and fatigue. No one – neurodivergent or not – should be working to exhaustion. Create crew rest areas away from noise with water, snacks, and comfort items. Quiet “chill-out” spaces for staff and volunteers can prevent burnout and are a godsend for those prone to sensory overload. As Tomorrowland and Glastonbury have shown, a dedicated crew lounge or quiet tent stocked with earplugs and shade helps staff recharge and stay sharp, providing a well-designed crew chill-out space.
• Flexible Volunteer Management: When managing volunteers, be ready to accommodate. Ask volunteers about any access needs on applications and be prepared to adjust assignments accordingly, creating sensory calm spaces for neurodiverse volunteers. Provide thorough orientation in multiple formats (visual, verbal, hands-on) and pair less experienced or neurodivergent volunteers with buddies for support. If a volunteer struggles in a role, reassign them without judgement – it’s better to shift duties than to lose a helper. An inclusive volunteer program not only fills staffing gaps but builds huge goodwill and loyalty.
• Zero Tolerance for Bullying: Foster a culture where respect is mandatory and discrimination of any kind is not tolerated. Make it clear to all crew that harassment – including teasing someone for how they communicate or work – will result in removal from the team. Provide confidential ways for staff to report issues and act on them swiftly. When crew see that you actively protect them, they feel safe and can focus on doing their jobs well, rather than hiding their authentic selves.
• Continuously Improve Through Feedback: Treat neuroinclusion as an ongoing process. Solicit feedback from staff and volunteers about what helped them or what barriers they faced. Use post-event debriefs to adjust your strategies – whether it’s adding more quiet zones, tweaking training, or purchasing new tools (like captioned radios or scheduling apps). Each year, implement lessons learned so your festival’s crew experience keeps getting more inclusive. Engage neurodivergent team members in planning – nothing about us without us. By making them partners in problem-solving, you’ll find creative solutions and build a truly empowered team.
• Inclusive Culture = Stronger Festival: Ultimately, remember that supporting neurodivergent staff and volunteers isn’t just a “nice-to-have” – it directly benefits your event. A team that feels included will be more motivated, have lower turnover, and perform better under pressure. Festivals that champion neuroinclusive practices (from Glastonbury’s calm spaces to Bonnaroo’s adaptive volunteer roles) have seen smoother operations and enhanced reputation. When all crew members can thrive and contribute their best, the entire festival gains a competitive advantage in execution and vibe.

By implementing the strategies above – and remaining flexible and empathetic in your management approach – you can cultivate a festival crew that truly welcomes everyone. Neurodivergent staff and volunteers, given the right support, often become some of the most loyal, passionate members of your production family. With neuroinclusion as a core value, your festival will not only exemplify teamwork and social responsibility, but it will also tap into a deeper well of human potential. An inclusive festival team is a resilient, innovative, and inspiring team – and that is the foundation of any memorable event.