Safety, Security and Risk Management Guidebook

Transcription

1 Safety, Seurity and Risk Management Guidebook Adapted from the Events Industry Counil Manual, 9 th Edition. Draft for Consultation with CMP Community - Marh 2018.

2 Table of Contents Note for Reviewers... 3 What is a risk? What is risk management?... 4 Steps of Risk Management Planning... 6 Step 1: Identifying Risks... 6 Workbook Ativity 1: Risk Identifiation... 7 Workbook Ativity 2: SWOT Analysis... 9 Workbook Ativity 3: Review of Potential Threats Step 2: Analyse Risks Workbook Ativity 4: Risk Aeptane, Mitigation and Avoidane Workbook Ativity 5: Managing and Mitigating Risk Step 3: Emergeny Planning Workbook Ativity 6: Elements of a Crisis Management Plan Workbook Ativity 7: Assessing and Communiating the Emergeny Response Plan Workbook Ativity 8: Determine Insurane Needs Step 4: Emergeny Response Workbook Ativity 10: Capabilities Assessment Arrange Seurity Workbook Ativity 11: Determining Seurity Types Workbook Ativity 12: Inident Reporting Proess Reommended Resoures Referenes... 37

3 Note for Reviewers A fous for the Events Industry Counil in 2018 will be to release updated versions of doument templates used by event professionals. This doument is an update to the Risk Management hapter of the Events Industry Counil Manual, 9 th Edition. Reviewers are invited to send omments on the doument to mmilwraith@eventsounil.org or to partiipate in the following onsultation webinar: Comment [MM1]: This will be replaed with a foreword from Karen Kotowski, CEO of the Events Industry Counil Legay Doument Consultation Webinar: Event Risk Management Guidebook Friday, April 13, :00 AM EDT at: During this webinar, we will review a new resoure risk management guidebook that has been adapted from the EIC Manual 9th Edition. Partiipants will be asked to provide feedbak on the the proposed ontent of the Guidebook, to omment on the doument's global relevane, and to make reommendations for additional elements to inlude. It is reommended that partiipants review the draft guidebook in advane. The draft doument an be downloaded from our website: Failitators: Tyra Hilliard, Esq, PhD, CMP Mariela MIlwraith, CMP, CMM, MBA, Diretor, Industry Advanement, Events Industry Counil This webinar is eligible for 1 Continuing Eduation Hour (CE) towards a CMP appliation or reertifiation. As you review the doument, please keep these questions in mind: 1) Does this reflet urrent best praties? 2) Should anything be added, updated or removed? 3) How an we improve ease of use and adoption of this doument? Thank you in advane, Mariela MIlwraith, CMP, CMM, MBA Diretor, Industry Advanement, Events Industry Counil mmilwraith@eventsounil.org

4 What is a risk? What is risk management? This workbook has been adapted from the Events Industry Counil Manual, 9 th Edition. The original hapter was ontributed by Tyra W. Hilliard, PhD, JD, CMP and was reviewed by Paul Cook. Risk management, as applied to the events industry, is the ongoing proess of assessing the risks that may threaten attendees, the meeting or event itself, the organiser, or partner-suppliers, and applying the appropriate measures to manage the probability and onsequenes of suh risks. The term risk refers only to the possibility that something may our and not to the ourrene itself. So for example, there is a risk that an emergeny, risis, or disaster may our. This workbook is devoted to serious emergenies, rises, or disasters that may threaten life, health, property, or finanial viability of a meeting, business, or organisation. It does not address minor inonvenienes suh as running out of asparagus on the buffet or having the bulb on the projetor go out in the middle of a session. It does apply to things like natural disasters, politial unrest, assault on persons, building ollapses, power outages, or similar major ourrenes. For simpliity, we will all them all rises in this workbook, although eah has a unique definition as you will see below. Important Terminology 1 Business Continuity - The apability of the organization to ontinue delivery of produts or servies at aeptable predefined levels following a disruptive inident. Emergeny Any inident, whether natural, tehnologial, or human-aused, that requires responsive ation to protet life or property. Crisis Abnormal and unstable situation that threatens the organization s strategi objetives, reputation or viability. Disaster - Situation where widespread human, material, eonomi or environmental losses have ourred whih exeeded the ability of the affeted organization, ommunity or soiety to respond and reover using its own resoures. There are four basi stages in any risis, emergeny, or disaster: (1) mitigation, (2) preparedness, (3) response, and (4) reovery (Mileti, 1999). Comment [MM2]: Question Do in text itations seem too formal? Preferene for end notes? 1 Soure: Disaster Reovery Journal Glossary:

5 Figure 1. Four Stages of a Crisis, Emergeny, or Disaster. Preparedness Comment [MM3]: Is this needed in addition to the steps desribed starting on the next page? Mitigation Response Reovery These stages are generally presented in a irular fashion to show how eah stage flows into the next beause risis management is an ongoing proess and not a one-time ativity. Most of what is addressed in this workbook-- inluding measures like writing a risk management plan, buying insurane, or hiring seurity fall into the mitigation and preparedness stages of the above diagram. It is having these elements in plae, regularly reviewed and updated based on hanges in the environment, politis, the meeting, the organisations involved, and many other fators, that allow for a quik and effetive Response and Reovery when a risis does our. Mitigation is putting measures into plae that will either redue the likelihood of a risis ourring at all or reduing the onsequenes if it does our. So a mitigation measure might be having a ontrat for an indoor venue as a ontingeny plan in ase your outdoor venue gets rained out. It might also be deiding not to hoose a destination whose politial limate leads you to believe it might disrupt your meeting.

6 Steps of Risk Management Planning A risk management plan involves the following five steps: 1. Risk assessment (identify risk) 2. Risk analysis (analyse risks) 3. Emergeny planning (developing the emergeny response plan) 4. Emergeny response (implementing, when needed, the planned responses to the speifi risis that ours) 5. Evaluation and revision Step 1: Identifying Risks Risk assessment (or risk identifiation) is the proess of identifying the risks speifi to the destination, meeting or business event being planned. This is the point at whih the meeting professional reates a list of all of the risks assoiated with his or her meeting, faility, or business. The first step in risk assessment is to onsider how various aspets of a meeting or event may invite risk. That is, what vulnerabilities are inherent in the meeting or event based on fators suh as destination, venue, program, partiipants, and so on? The hart below gives some examples. For any partiular meeting or event, there may be more meeting aspets to onsider and eah may have different risks, so this proess must be undertaken for eah meeting and for eah individual instane of a reurring meeting. Table 1. Risk Assessment Example. Meeting Aspet Risk (or vulnerability) Destination Choosing a destination known for politial instability Visas required for most attendees to travel to the destination Venue City entre loation has history of rime against tourists Resort remotely loated and minimum two hours from nearest hospital Several other groups in the onvention entre, inluding one that may be a protest target Attendees Heavy drinkers Elderly group Youth program Program Politial speaker may draw negative press, piketers Fun run or other physial program may reate health & safety risk Other? Human rights reord of destination onflits with organisers ommitment to soial responsibility The risk assessment proess must onsider both internal vulnerabilities and external threats. Table 1 illustrates some of eah.

7 Workbook Ativity 1: Risk Identifiation Complete the following risk identifiation table based on your own event. Comment [MM4]: How likely are you to use this ativity? a)it s useful and I m very likely to use it b)it s useful, but I m unlikely to use it )It s not useful Meeting Aspet Destination Risk (or vulnerability) Venue Attendees Program Other?

8 SWOT Analysis Another way to undertake this proess might be to use a SWOT (strengths, weaknesses, opportunities, threats) analysis. When onduting a SWOT analysis, strengths and weaknesses are internal to the meeting or event itself, so inlude fators pertaining to the host organization, the program, the partiipants, and other stakeholders. Opportunities and threats are external to the meeting or event, so would inlude elements related to the destination, venue, or other groups. Comment [MM5]: Do you/would you use a SWOT Analysis? a) I urrently use one and it works well b) I urrently use one but it is ineffetive ) I am planning on using one d) I do not plan to use one Either the risk assessment or the SWOT analysis will yield similar results regarding the risks. The advantage to the SWOT analysis is that it also provides an opportunity for meeting and event professionals to onsider what mitigation measures they have in plae. That is, what are their internal apabilities and whih will help redue the likelihood of a risis ourring or redue the severity of the onsequenes if it does our. Table 2 provides an example of a SWOT analysis. In some sense, this ombines risk assessment with the beginning of the risk analysis phase of the proess (see next setion). Meeting professionals should use whihever method makes the most sense to them. Table 2. SWOT Analysis Example. Strengths (internal) Ample planning time to inform attendees about the need for visa for travel International attendees who are savvy about travel Opportunities (external) Venue staff is trained in appropriate aloholi beverage servie protools Destination management ompany ommuniates whih other groups may be meeting in the ity or venue at the same time Venue has on-site medial dotor/nurse and lini City entre loation so off-site events an be held nearby; attendees won t walk long distanes at night Weaknesses (internal) Heavy drinkers Elderly group Youth program Politial speaker may draw negative press, piketers Fun run or other physial program may reate injury risk Threats (external) Choosing destination known for politial instability Visas required for most attendees to travel to the destination City entre loation has history of rime against tourists Several other groups in the onvention entre, inluding one that may be a protest target Comment [MM6]: Whih of the following is your preferred method for risk analysis? a) Risk identifiation proess from previous page ombined with risk analysis proess (oming up in next setion) b) SWOT analysis ) Other

9 Workbook Ativity 2: SWOT Analysis Complete the following SWOT Analysis based on your own event. Strengths (internal) Weaknesses (internal) Opportunities (external) Threats (external)

10 The international standards for managing risk have been set by the International Organization for Standardization (ISO) via the 31000: 2009 report. Kevin Knight (2012), an expert in the field of risk management from Australia, wrote, In many jurisditions, emergeny preparedness planning fouses on the sudden onset of natural hazards Of ourse, not all emergeny events are aused by nature. However, onsequenes from emergeny events may be similar, regardless of the trigger involved. It is therefore imperative that the final doument adopts an all-hazards approah and provides a method that is suitable for onsidering other soures of risk. These inlude disease (human, animal and plant), inset/vermin plague, and those risks arising from tehnologial and other human soures... (para. 19). To illustrate best praties, organizations in several ountries have developed emergeny management manuals for large events (although they do not always apply to meetings and onferenes). Emergeny Management Australia (1999) has published a manual for emergeny management praties speifially geared toward large events. Similar to this manual is the Canadian Offie of Critial Infrastruture Protetion and Emergeny Preparedness (1994) Emergeny Preparedness Guidelines for Mass, Crowd-Intensive Events. In the United States (US), the National Fire Protetion Assoiation (NFPA) Standard on Disaster/Emergeny Management and Business Continuity (2007) suggests assigning threats or hazards into three ategories: (1) natural disasters, (2) human-aused, and (3) tehnologial. This step is useful beause threats in eah of these ategories may have similar responses, so they an be grouped together in the risk management plan reated. This is also a good way to double-hek that you have identified everything you need in one of the risk assessment methods above. Threat Assessment The risk assessment proess is part of threat assessment, but threat assessment is more speifi and must be ustomized for eah meeting, venue, destination, and program. Threat assessment is just what it sounds like the proess of assessing the threats to people, property, the organisation, the meeting, or any of the other at-risk elements identified during the risk assessment. As mentioned previously and illustrated in the Weaknesses and Threats in Table 2 SWOT Analysis, threat assessment is going to vary by organisation, program, destination, time and many other fators. This is why it is so important to ondut the SWOT analysis for eah meeting or event. There may be no pereived risk in holding a meeting in a ertain destination, but if a bombing of a downtown hotel ours later today, then a threat is reated or esalated that may not have been there before. Threats an hange in a moment s time and so must be monitored on an ongoing basis. Comment [MM7]: Are there other guidebooks that we should referene in addition to these? Comment [MM8]: Do you ondut a threat assessment for your events? a)yes b) No If yes, who onduts the threat assessments for your events? a)planner/meeting owner b)venue )Seurity firm d)multi-stakeholder team inluding planner/owner, venue, seurity and law enforement e)loal and/or federal enforement is responsible

11 Capability Assessment Capability assessment is likewise part of risk assessment and risk analysis. Capabilities and threats an be viewed as two sides of a oin. Just as threats are the negative risk-reating aspets of the meeting omponents, apabilities are the positive risk-reduing aspets of the meeting omponents. Some of the elements illustrated in the strengths and opportunities setion of Table 2 SWOT Analysis are apabilities. Capabilities are those things already in plae that may assist in emergeny response should it be neessary. Things like fire extinguishers in a meeting faility, a hard-wired sprinkler system, automated external defibrillators (AEDs), seurity personnel, and training staff in emergeny response are all examples of apabilities. Workbook Ativity 3: Review of Potential Threats Using the three ategories of threats identified above, review the potential threats to your event(s): Natural Disasters Human-Caused Tehnologial Comment [MM9]: Is this ativity helpful for onsidering threats? a) Yes b) Has potential but needs work ) No The risk assessment proess is important beause if something were to happen and someone or something was injured, damaged or lost, one of the first legal inquiries would be whether the meeting professional did his or her best in planning the meeting. That is, did he or she use due diligene in hoosing the destination or venue? Did he or she hoose reputable vendors to provide atering, motor oah transportation or other servies? In the US, this standard is related to the reasonable prudent person standard whih basially asks Did this meeting professional do what a reasonably prudent meeting professional with similar experiene and training would do under the same irumstanes? Other ountries may have different speifi legal standards, but the idea of negligene (even if alled something else) or failure to use due are, is nearly universal.

12 Part of determining risk for a partiular meeting or event requires knowing the laws, ontrat requirements, ordinanes, permits, and lienses speifi to the ountry, destination, venue, ativities, and servies of the meeting or event. For example, a meeting planner needs to know the disability laws (or lak thereof) of the ountry in whih the meeting or event is held. The UN Convention on the Rights of Persons with Disabilities and its Optional Protool went into effet in There are urrently 91 signatories to the Convention, whih affirms the rights of equal enjoyment of persons with disabilities, when it opened for signature in 2008, but only 76 signatories to the Optional Protool, whih provides a omplaint mehanism for violations of the Convention (United Nations Treaty Colletion, 2013). Thus, not all ountries abide by the onvention and some ountries have their own laws addressing disability rights. The US, for example, has the Amerians with Disabilities At (ADA) law and opious guidane from the government on following it (US Department of Justie, 2013). Similarly, most of the U.K. is overed by the Equality At of 2010, whih also omes with guidane (Gov.UK, 2013). Comment [MM10]: Would you like to see us add a new setion to the guidebook speifi to aessibility requirements? a) Yes b) No When determining risks for a meeting, onsult with others. Talk to olleagues who have held similar meetings or met in the destination or venue previously. Conversations between the planner and the venues or supplier-partners are also helpful at this stage. In ertain situations, it may be partiularly important to get legal advie as well as advie from insurane or aounting representatives. In the ase of international meetings, talking to someone more familiar with the destination, ulture, and urrent state of affairs in the destination, suh as a regulatory body, destination management ompany, or tourism bureau ould be ritial to the suess of the meeting in an emergeny situation.

13 Step 2: Analyse Risks You annot plan for every single risk that might our. Even the most experiened planners with the most sophistiated risk management plans may not have onsidered possibilities like the Eyjafjallajökull volano in Ieland, whih erupted in April 2010, resulting in the anellation of thousands of flights and stranding tens of thousands of meeting and event attendees and travelers in and out of Europe for several days (Hath & Kovaleski, 2010). Thus, in the risk analysis phase, onsider all the risks identified in the risk assessment phase and then narrow them down. To begin this proess, the meeting or event professional examines damage, loss, or liability exposure, potential, and timing. Table 3 gives an example of this proess. Table 3. Risk Analysis of Damage, Loss, or Liability Exposure. What is exposed to damage, loss, or liability? What ould ause damage, loss, or liability? Who ould suffer damage, loss, or liability? When might damage, loss, or liability our? Property Persons Cash Reputation Environment Natural disaster Human-aused event Tehnologial event Meeting organizer Venue Destination Attendees Exhibitors Sponsors Members Shareholders Other meeting stakeholders Before the meeting During the meeting After the meeting Comment [MM11]: Would you prefer to use this table, or replae it with something similar to the the table from FEMA 141. (Pending opyright approval) See p. 66 Vulnerability Analysis Chart here The ontent in eah of these ategories may vary depending on whether a meeting or event is hosted by a orporation, an assoiation or non-profit organisation, or another type of organisation, suh as a government ageny.

14 Aepting, Managing, and Avoiding Risk The meeting professional has three hoies when faing risk: 1. Aept/ignore the risk 2. Manage/mitigate the risk (whih inludes transferring the risk to someone else, suh as through insurane or ontrats) 3. Avoid the risk Whih ategory a partiular risis, disaster, or emergeny falls into depends in large part on the probability or likelihood that the risk will our and the potential onsequenes if the risk atually does our. Aepting or ignoring the risk is a hoie that is likely made if the probability of the risk ourring is very small, or even if it does our, the onsequenes would be minimal. Managing or mitigating the risk is what is done with rises, disasters, or emergenies that have either a high probability of ourring or signifiant potential onsequenes. The risks that are to be avoided, if possible, are those that have both a high probability of ourring and high onsequenes if they do our. This is graphially depited in Figure 2. Figure 2. Probability-Consequenes Grid.

15 Workbook Ativity 4: Risk Aeptane, Mitigation and Avoidane Using the risks that were identified in workbook ativities 1, 2 and 3, omplete the following table and assign eah risk to a ategory. Ignore / Aept Manage / Mitigate Avoid Most rises, disasters, and emergenies annot be avoided. For example, a meeting professional ertainly wants to avoid a hotel fire. However, it is beyond the ontrol of the parties if the fire is started by an arsonist on purpose (human ause), an eletrial fire (tehnologial ause), or a lightning strike (natural disaster). Although the meeting professional would like to avoid that risk, the reality is that the best that an be done is to manage/mitigate the risk by making sure the hotel has been properly inspeted; identifying where fire extinguishers or sprinkler systems are; being aware of the number of emergeny exits and their width, that emergeny lighting is orretly working, and proedures in ase the fire alarm goes off; and having insurane to over any damage resulting from fire. The meeting professional may be able to avoid a risk suh as a hurriane or typhoon, however, by not hoosing a oastal destination during hurriane season for the meeting or event. The risk of travel disruption due to snow an be avoided by hanging meeting dates to spring or summer. Even in these examples, however, risk still exists that the hurriane or snow will disrupt travel to or from the meeting destination. Although it sounds like the meeting or event professional is shirking responsibilities, ertainly some risks are either so unlikely to our or would have suh minimal

16 reperussions if they do our that the organization simply aknowledges the risk and moves on. Doing business of any kind is a risk. Getting out of bed in the morning is a risk. For example, perhaps there is a risk that someone will get a minor laeration or bruise during the team-building exerise. It frequently happens, but other than perhaps applying a bandage, this may be a risk the meeting or event professional hooses to ignore. This is a low onsequenes risk. Likewise, the planner might say the risk of a meeting being affeted by a meteor shower is so unlikely (low probability) that she or he is going to ignore that risk. Of ourse, in February 2013, a meteor shower did physial damage in Russia and injured over 1,000 people (Blak, Milanova, & Smith-Spark, 2013). So risks that are ignored or aepted an happen. It is up to the meeting or event professional to deide whether the risk is worth spending limited time or resoures on to manage/mitigate or avoid. Most of the meeting or event professional s time is spent on managing or mitigating risks. This means putting into plae measures that will: 1) Redue the probability that the risis, disaster, or emergeny will our. 2) Redue the onsequenes if the risis, disaster, or emergeny does our. 3) Transfer all or some of the risk to another party. This is done through a variety of means inluding developing and implementing a risk management plan, hiring seurity, using the servies of experts to help manage speifi risks, negotiating strong ontrats, purhasing insurane poliies, and simply thorough professional planning. Some of these tehniques may fall into multiple ategories. Table 4 provides some examples, but is by no means exhaustive. Table 4. Risk Management or Mitigation Tehniques. Redue probability of the risk ourring Seleting a speaker who is not ontroversial. Choosing a safe destination and venue Ensuring the venue provides adequate seurity and staff or hiring externally Redue the onsequenes if the risk ours Contrats (e.g., attrition, anellation, fore majeure) Provide seurity Waivers of liability Having medial or safety personnel and equipment onsite Using third-party suppliers for risky ativities Transfer risk to another party Insurane Contrats (e.g., indemnifiation lause) Using third-party suppliers with speialized training, insurane and equipment for risky ativities Comment [MM12]: Planners: Do you arry event insurane? a) Yes, for all events b) Yes, but only for large events ) Yes, but only when required by the venue/suppliers d) No Suppliers: Do you require that event organisers have event insurane? a) Yes b) No

17 Workbook Ativity 5: Managing and Mitigating Risk Using your table from ativity 4, determine how you will address eah of the risks in the Manage / Mitigate ategory by assigning speifi ations to the table below. Redue probability of the risk ourring Redue the onsequenes if the risk ours Transfer risk to another party Planning and serviing meetings or events are risky ativities. So most of the meeting or event professional s risk management efforts are spent reduing the probability of rises, disasters, and emergenies ourring or reduing the onsequenes of the rises, disasters, and emergenies that do our. However, there are a few ways to transfer all or part of the risk to someone else. This is desirable, of ourse, beause it redues the drain on resoures or ash for the meeting or event host (the organization). Insurane is one way to transfer at least some of the (mostly finanial) risk to the insurane ompany. By paying an insurane premium, the meeting professional an take out a poliy that requires the insurane ompany to pay out in the event of ertain irumstanes. There are many different types of insurane poliies and they vary not only from ountry to ountry, but from insurane ompany to insurane ompany. More details about some of the ommon types of insurane poliies are in the next setion.

18 Likewise, ontrat lauses suh as indemnifiation, attrition, anellation, and fore majeure serve to transfer or apportion risk between the poliies. Indemnifiation lauses, in partiular, are losely tied to insurane overage amounts, as the parties will sometimes agree to indemnify one another up to the amount of insurane they arry. Risk management should never be thought of as another thing for the busy meeting or event professional to do. Instead it should be integrated into every stage of the planning and exeution of the meeting or event. Some of the tools available to help mitigate and manage risk are indiated in the next setion. Comment [MM13]: Would you like to see definitions inluded here? a)yes b)no, they re self-evident )No, they re in the glossary that s suffiient Before embarking on risk management for meetings or events, however, the meeting or event professional must understand their organisation s risk profile. That is, how willing is the organisation to take risks? Some organisations are very risk averse, while others are willing to take more risks under the philosophy of no risk, no reward. While hopefully no organisation is willing to take great risks with people s lives and health, a risk averse organisation might avoid inluding ativities at a meeting suh as zip lining, white water rafting, or hot air balloon rides out of fear of liability, finanial reperussions, and damage to reputation if someone got injured. An organisation willing to take more risk might want to have just these types of ativities beause they know they will have a positive impat on attendees pereption of the meeting or event. Even the latter group, however, is likely to want appropriate insurane and waivers of liability to manage the risk. A waiver of liability is a legal doument signed by a person partiipating in an event or ativity that verifies that the partiipant aknowledges and assumes the risks involved in partiipating. To be enforeable, a waiver of liability must be very arefully written. In a dispute, if it is found that a partiipant was not fully informed of or ould not have understood the risks they were assuming, the waiver may not be enforeable. Another issue to onsider is what risk management measures are required by the ity, state, provine, or ountry in whih the meeting or event is being held. The organiser must omply with the laws and regulations of the jurisdition in whih the meeting or event is being held. It is well established in most ountries that ignorane of the law is no defense. If you are doing business in that ountry, you are deemed to be familiar with the law of doing business there. Eah jurisdition may have its own requirements regarding things like: Permits Lienses Insurane Aommodation for persons with disabilities Waivers of liability Health and safety of employees Food safety Unions Approval of exhibition floor plans Capaity limits Comment [MM14]: Planners: How familiar are you with the regulations in the jurisditions where you hold meetings? a) Very familiar b) Somewhat familiar ) I rely on my loal suppliers for this knowledge d) Not at all familiar

19 Before seleting risk management tehniques, evaluate all available options to manage the best possible outome whether best in this ase means it will redue the risk most signifiantly, it is the most ost-effetive option, it addresses the highest number of risks, or it is the one approved by the organization s deision-makers. Likewise, risk management tehniques must be regularly evaluated following a meeting or event. For some risks, several different tehniques must be tried before the most effetive option is determined as ost effetive and least disruptive to the meeting, event, or organization. Step 3: Emergeny Planning A meeting or event professional has no greater responsibility than ensuring the health and safety of their staff and attendees. In order to do so, they need to develop and be prepared to implement an emergeny response plan. Just reating a plan is not suffiient risk management needs to be infused into all aspets of meeting and event management, and the emergeny response plan should be a living doument that is regularly reviewed, tested where appropriate, and updated. The event planner is not alone in the risk management proess. Other stakeholders, both internal and external, who may have diret responsibilities or expertise in risis and emergeny planning, should be onsulted in the development and oordination of the emergeny response plan inlude: Internal risk management department Publi relations team or firm Suppliers, inluding the event venue and transportation ompanies Loal authorities inluding emergeny response servies suh as the fire department, polie, and ambulane servies Insurane providers, who may ondut site inspetions and provide valuable resoures to the meeting or event planner Consultation and ommuniation with loal authorities or experts is vital when developing the emergeny response plan. Elements of an Emergeny Response Plan An emergeny response plan should inlude the following elements: Chain of ommand. It should be lear who is in harge of making deisions and under whih irumstanes. It should also be lear who to ontat if the primary deision maker is not available. Emergeny ation plan and ontrol proedures. Crisis ommuniation plan. The meeting or event planner should know who will be the spokesperson in the event of an emergeny. This person should reeive media and risis ommuniation training. Implementation strategies. This setion will outline the ativities that need to our, suh as safety inspetions and inident reports, any resoures that are required, and the plan should also inlude ontingeny measures. Comment [MM15]: There are three different types of plans we an disuss in the guidebook: risk management plan (steps 1 and 2 were part of this), emergeny response plan (what we re starting to get into here) and a risis response plan (muh more in depth). For this guidebook, what would you like to see inluded: a)risk management plan b)a basi emergeny response plane ) A detailed emergeny response plan with elements of a risis plan d)basis for eah of a risk management plan, emergeny response plan and risis plan with reommendations of where to get more information Comment [MM16]: We are onsidering replaing this setion with the major elements from this doument, f977debbefd545df78083e9385f/business_emergenyre sponseplans_10pg_2014.pdf We may also add information on the Inident Command system from here: data/ affef725b5f9d5fd87e9167ad8/ics_forms_508_ pdf Question: Should we replae this setion? a)no, it s great as it is b)yes, update it with FEMA Response plan )Yes, update it with the FEMA Inident Command info d)yes, update it with both douments e)yes, update it but with other global soures

20 Workbook Ativity 6: Elements of a Crisis Management Plan Complete the following table for your event. Chain of Command Desribe who is in harge of making deisions and under whih irumstanes. Also note who to ontat if the primary deision maker is not available. Emergeny Ation Plan and Control Proedures Desribe emergeny and ontrol proedures for your event.

21 Crisis Communiation Plan and Spokesperson Desribe who is authorized to speak with authorities and media in the ase of a risis and under whih irumstanes. Also note whom to ontat if the primary spokesperson is not available. Implementation Strategies Outline the ativities that need to our, suh as safety inspetions and inident reports, any resoures that are required, and also inlude ontingeny measures.

22 Assessing and Communiating the Emergeny Response Plan It s not enough to just reate a plan; the plan also needs to be monitored and tested. This ould inlude drills and reviewing inident reports. Very often, those that are tasked with implementing the emergeny response plan have important insights about the effetiveness of the plan. As suh, front line staff and all those who are tasked with implementing the emergeny response plan should be onsulted and involved in the assessment of the plan. The plan also needs to be ommuniated to key stakeholders to ensure that everyone knows how to respond in the event that the plan needs to be put into ation. Workbook Ativity 7: Assessing and Communiating the Emergeny Response Plan Complete the following table for your event: How will you monitor and test your risk management plan? Who are the key stakeholders for managing your risk management plan, and how will they be onsulted? How will you ommuniate your risk management plan? What steps will you take to review the plan on a regular basis??

23 Event Insurane As mentioned in the previous setion, meeting and event professionals an transfer risk through the purhase of insurane. From an ethial perspetive, meeting and event professionals should be involved atively in risk management, regardless of whether they have purhased insurane. There are many types of insurane available for events and it is important to researh the types that apply in the jurisdition where your event is being held. Note: the term in Europe is insurane over, the term in the US is insurane overage. Event planners should disuss their speifi needs with an experiened industry insurane agent. In some jurisditions it may also be advisable to onsult an attorney or lawyer. As insurane requirements will vary signifiantly, it is helpful to review the following riteria to determine your event speifi needs: Table 5. Determining Insurane Needs. Who Who should be insured? This may inlude the meeting or event organiser, suppliers, vendors, exhibitors, Who is responsible? Depending on the jurisdition, negligene may or may not be a requirement in order to be found liable. Who should be onsulted? Working with an insurane professional with event industry expertise is highly reommended. Who is overed under the poliy? Be lear who is overed, inluding partiipants and staff, as well as sponsors, exhibitors, temporary staff, and volunteers. What What types of insurane are required for your event? What restritions (if any) apply to the over? Where Where is your event being held, and what are the legal requirements in that partiular jurisdition? When When is the insurane in effet? Be sure to inlude pre- and post-meeting or event dates, inluding move-in and move-out dates. When should insurane be aquired? Aquiring insurane early in the proess is a needed to provide protetion in ases of risks suh as natural disasters that may have an impat on your event even if when ourring several months before the meeting or event opens. Why Why is insurane needed? To determine this, analyse your speifi risk fators. How How will the insurane be aquired and managed? Examples insurane types that apply to meetings and events, to limit liability and protet against losses, are listed below. Appliability and terminology may vary by jurisdition.

24 Workbook Ativity 8: Determine Insurane Needs Using the questions outlined in Table 5, omplete the following table to assess your insurane needs. Who What Where When Why How

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26 Workbook Ativity 9: Types of Insurane The table below desribes different types of insurane that are available. Review the list and selet the ones that are relevant for your event. Comment [MM17]: Is this the right list of insurane overs to inlude? a)yes, they re all there b)the list is missing at least one key type Type of Insurane Commerial general liability / publi liability Umbrella poliies Fire liability Medial liability Independent ontrator liability Produts liability / host and alohol liability Desription Provides protetion against laims involving bodily injury and property damage. Consider a high limit. It protets the business from damage or loss that ours on business premises or sometimes temporarily off business premises. Some venues may have a minimum insurane requirement. An umbrella poliy is essentially insurane to over gaps in overage under the primary insurane poliies. Sine most laims will be overed by the primary insurane poliies, umbrella overage is relatively inexpensive, but an provide muh-needed extra protetion. This type of insurane is more ommon in the United States. Under the terms of a faility ontrat, the event sponsor may be held responsible for fire damage to the building aused by negligene. Fire legal liability insurane provides protetion. Be ertain the ontrat releases the event sponsor from other damage to the building, inluding damage aused by an exhibitor. Ask the faility to add your organisation s name to the building s fire insurane or its all-risk poliy. Medial payment insurane provides reimbursement of medial expenses for injuries that our at the site (exluding those suffered by employees and sometimes volunteers), regardless of your legal liability. If you maintain a first-aid station, know if medial malpratie insurane will protet you and the nurses, dotors or paramedis staffing the station against laims for failure to render proper or adequate medial assistane. Primarily applies in the United States. Require all ontrators to provide a ertifiate of insurane showing that they arry worker s ompensation (or employer s liability) and general liability insurane (with a liability limit of at least $1 million or your loal urreny equivalent). Add independent ontrators liability insurane to protet you against any suit brought against you or the event sponsor as a result of negligene on the part of an independent ontrator. Primarily applies in the United States. If you operate a food onession or serve food and drink at a reeption or dinner, produts liability insurane an protet your group against laims, suh as food poisoning. Host liability or alohol liability (depending on loal laws) insurane protets the event sponsor against laims resulting from serving aloholi beverages, and may be required in ertain jurisditions. Selet if appliable

27 Additional insured Valuable papers and reords On-site offie Exhibits Employers liability / worker s ompensation Travel If a group rents or harters buses, automobiles, boats or airraft, there is a substantial liability exposure for injury to persons and damage to property. During ontrat negotiations for suh vehiles, ask to have your organisation named as an additional insured on the lessor s insurane poliy for liability, property damage and medial payments, and have the ontrat stipulate that the organisation shall not be held liable for damage to the vehile itself. If the lessor s insurane ompany will not inlude the organisation as an additional insured, obtain that insurane yourself. Make sure your organisation is named as o-insured on any vendor s poliy, above and beyond any overage it may have. Also, require the insurane ompany to give notie of any nonrenewal or anellation of the poliy or rider. Before mailing, event materials may be stored at a printer s plae of business or warehouse, whih may be insured in ase of damage. However, valuable papers and reords insurane is available to pay for the ost of reproduing any papers, pamphlets or reords (or any part thereof) as a result of damage by fire, water, vandalism, et. The omputers, laptops, mobile devies, walkie-talkies and other equipment a group owns or rents for use at the event faility an be insured against loss or damage by fire, theft, explosion, water damage, vandalism and maliious mishief. Ask for offie ontents overage. During the ourse of an event, a group may ollet heques. Daily deposits are reommended, but burglary and robbery insurane is available to over ash and heques as an additional preaution. Exhibitors an insure their exhibit property through a speial program that may be offered on a voluntary basis, for overage at the exhibition site as well as in transit, to and from. If the exhibitor s own general liability insurane does not extend to the exhibition site, liability insurane an be purhased, as well as insurane to over a potential loss in the event that booth property does not arrive. The event sponsor s worker s ompensation (or employer s liability) poliy probably overs employees who work at the event. If temporary on-site staff is put on the payroll, keep a reord of salaries and the jobs performed. The insurane ompany will ask for this information during the audit at the end of the poliy term. Also available is aidental death and dismemberment insurane, as well as aidental medial payment insurane for volunteers. Delegates and guests should be made aware that the organisation sponsoring the event is not responsible for their personal property. You an, however, offer for purhase travel insurane for the term of the meeting or event, inluding travel to and from it.

28 Nonappearane Event anellation Enfored redued attendane Property damage Money insurane Third party losses Events an be insured against non-appearane by speakers or entertainers. A ontrat with a elebrity may ontain a lause that indiates he or she does not have to appear in the ase of sikness or travel related delays. Insurane may over any losses inurred as a result. The irumstanes when the insurane applies must be learly stated in the poliy and understood by both parties. Canellation insurane protets a group against loss of revenue if the event is interrupted or annot be held beause of fire, weather, a strike, or other insured hazard. The insurane also an pay for reasonable extra expenses inurred beause of adverse irumstanes, as long as the extra expenses are approved by the insurer in advane. For example, a taxi strike may require a group to hire buses to pik up people at airports. Insurane is available that would reimburse for this added expense. This is an extension that protets you from lower than expeted attendane due to ertain irumstanes beyond your ontrol (so not low attendane due to insuffiient marketing, for example). Events vulnerable to the disruption of travel, partiularly those involving flying overseas, need this overage. Caution: This should not be onstrued as insurane against attrition. It effetively pays due to a fore majeure inident. That does not inlude problems like prospetive partiipants fear of travel, higher airfare, or similar issues whih, although beyond your ontrol, are typially not inluded in this overage. You need to insure your own property, whih you take on-site to an event. You are responsible for any property for whih you hold diret responsibility as well, suh as rented audio-visual equipment, marquees or plants. In addition to the above, there may be a need for further property damage over when the venue makes you responsible for damage to the venue. Where events have a paying publi, attendane or delegate fees are paid by heque or ash, and those monies may be vulnerable to theft on site or during transit to or from a bank. Your risk terminates, inidentally, from the moment the money is handed to an approved seurity organisation. Money insurane indemnifies you against the loss of the ash or heques while at the venue or in diret transit to or from the bank. Researh will usually be neessary into the liability of the event organiser for any losses inurred by subontrators when an event is anelled through natural auses (e.g. hurrianes, earthquakes, et.). These an be overed by insurane if they are speified in advane.

29 Step 4: Emergeny Response In the event of an emergeny on-site at a meeting or business event, the meeting or event planner should have an easily aessible and readable written plan for emergeny response. The worst time to make deisions about how to respond to an emergeny is after the emergeny has ourred. It is muh better to think about what ould happen, plan for it, and pratie those plans before even going on-site. Remember that a meeting faility and destination may have its own plan, so the planner should onsult and oordinate with representatives from the venue and destination to derease the risk of reating greater haos if an emergeny ours. Workbook Ativity 10: Capabilities Assessment Assess the apabilities for responding to a risis at your event. Use the SWOT Analysis from Workbook Ativity 2 as a starting point. Consider apabilities for ommuniation, equipment, and ability to respond. Stakeholder Your organization Capabilitiies The event venue Loal authorities Other Stakeholders

30 Confer with Authorities To reate an emergeny response plan that will atually work in the event of an emergeny, a meeting professional must onfer with the proper faility and destination authorities. Some of the elements that need to be disussed are: Venue aess o What are the entranes from whih the venue an be aessed? o How are these entranes managed/ontrolled/monitored? o What are the aessibility points to the meeting spae? o Who has aess to the meeting spae? o What is the most diret aess for emergeny responders? Venue information o What alarm(s) will be sounded (e.g., one type of alarm or one for evauation and one for sheltering in plae?). Are there visual alarms for hearing-impaired guests? o Is there a publi address system that will explain the appropriate response to guests and partiipants? o Does the publi address system reah hotel or meeting rooms or just hallways and publi areas? o What are the evauation routes? How will guests and attendees be direted to the proper evauation exit? o Where will evauated guests and attendees gather? What proess does the venue have, if any, to determine whether everyone has evauated? o How does the venue handle the evauation of persons with disabilities? On-site medial personnel and equipment o Is there an on-site physiian, nurse, or emergeny medial tehniian? If so, where are they loated and during what hours? o Where are first-aid stations loated? How are they equipped? o Are there automated external defibrillators (AEDs) on-site? If so, where? Who is authorized to use them? Off-site medial are o Where is the nearest hospital or other medial faility? Where is the nearest 24-hour dental lini? o What number is to be dialed to reah destination emergeny servies? Communiation o What is the preferred mode of ommuniation to reah seurity in the event of an emergeny? Polie? Fire? Emergeny medial tehniians? o Are there house phones in the meeting spae? If so, where? Is there a dial-out number or are they stritly for internal ommuniations? o How an key faility and destination staff be reahed after traditional business hours? o Verify the poliy that the meeting planner is to be ontated as soon as any attendee emergeny arises. o Who is designated to speak to the media?

31 o How will you verify the status of all attendees (inluding your staff) and reah or help them reah their loved ones? There may be other questions that a meeting professional wants to ask and have larified, but at least the above should be asked verbally or in a questionnaire or heklist form. For any meeting or business event, there may be other important questions. For example, a meeting that inludes guests from different ountries, questions about the loations of the embassies may need to be asked. Emergeny Response Plans Emergeny response plans should be reated for potential emergenies, rises, and disasters. Rather than trying to reate a separate plan for every type of emergeny, risis, or disaster imaginable, group your response plans by the type of response. For example, fire, arbon monoxide, or gas leak will all require a similar response, ulminating in evauation. Consider whether these an be grouped into one emergeny response that an inlude all of the steps from hearing the alarm, to taking preautions regarding breathing in dangerous elements, to evauating and gathering in one spot. Comment [MM18]: Are there other questions that should be asked for all events? a)yes b)no this is omprehensive Comment [MM19]: Would you like to see examples of emergeny response plans suh as these inluded here: Make emergeny response plans easy to follow. Although there are many things that need to be done in an emergeny, the emergeny response plan should fous on two main things: (1) getting people out of harm s way and (2) ontating the proper emergeny responder (e.g., fire, polie, ambulane). In general, emergeny response plans should be no more than 10 steps. Too many steps or detailed instrutions an slow down a person s response or onfuse them and may atually make the emergeny worse. The threat assessment should give the meeting or event professional an idea of what kinds of emergenies should be in the emergeny response plan. Fire, politial, protest or bomb threat, medial emergeny, assault, and other threats deemed to be most likely in the risk analysis are the ones to address first. Others may be inluded based on the speifi meeting or event, venue, or destination. Communiation In the event of emergeny, risis, or disaster, effetive and onise ommuniation are ritial. In this very onneted soiety, there are many means of ommuniation inluding telephone, , soial media, television, radio, and Internet. In a disaster or atastrophe (suh as the September 11, 2001 attak on New York City and Washington, DC or the 2004 Asian tsunami), one or more of these ommuniation hannels may be ompletely unavailable. For example, mobile telephone towers may be down or a power outage may render television unusable. Even if the mehanial aspets work, sometimes traffi overloads from the sheer volume of alls, , or soial media may render the system unavailable for a time. Even in an emergeny that doesn t rise to the level of a disaster or atastrophe, effiient and effetive ommuniation is ritial. Internal ommuniation between the meeting or