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  • 1. CHAPTER 9 DISCUSSION QUESTIONS1) What % of all accident deaths in the U.S. do slip-&-fallaccidents account for?2) What % of incidents at U.S. stadiums are a result of slip-&-falls?3) What is the most recent 2009 definition of riskmanagement?4) What is the primary goal of a risk manager?5) What are the 3 basic steps in the DIM process?6) What are the 3 steps in developing a risk managementplan?7) What does SOP stand for?
  • 2. FROM AN EVENT MANAGEMENT & SECURITYSTANDPOINT, HOW WAS THE TERRORIST ATTACK AT THE 1972 MUNICH OLYMPICS MISHANDLED?
  • 3. -UNSAFE FACILTIES IS ONE OF THE LEADING CLAIMS MADE IN NEGLIGENCE LAWSUITS.-MOST LIABILITY PROBLEMS STEM FROM MAINTENANCE & OPERATION OF THE PREMISES, NOT THEIR DESIGN & CONSTRUCTION. .
  • 4. THE 5 DUTIES OF A SPORTS FACILITY MANAGER:3) KEEP THE PREMISES IN SAFE REPAIR.4) INSPECT THE PREMISES FOR OBVIOUS & HIDDEN HAZARDS.5) REMOVE THE HAZARDS OR WARN OF THEIR PRESENCE.6) PROTECT THE INVITEE FROM FORSEEABLE DANGERS.7) CONDUCT OPERATIONS ON THE PREMISES WITH REASONABLE CARE FOR THE SAFETY OF THE INVITEE.
  • 5. RISK MANAGEMENT“THE PROCESS OF ANALYZING EXPOSURE TO RISK & DETERMINING HOW TO BEST HANDLE SUCH EXPOSURE.” RISK MANAGER’S PRIMARY GOALTO REDUCE THOSE RISKS THAT CONTRIBUTE TO BODILY INJURIES &/ OR MONETARY LOSSES WHILE EFFECTIVELY MANAGING A SPORT FACILITY.
  • 6. •SPORT & RECREATION MANAGERS MUST BE AWARE OF THEPOTENTIAL FOR:1) INJURY2) LOSS•LOSS:1) PHYSICAL: -VANDALISM, THEFT, POORLY WRITTEN CONTRACTS2) FINANCIAL: -LAWSUITS•RISK MANAGEMENT DOES NOT SEEK TO ELIMINATE ALL RISKS, BUTRATHER MINIMIZE THE INHEREANT & NEGLIGENT RISKS WITHINACTIVITIES & SERVICES.
  • 7. ALL FACILITIES NEED TO CONTROL 2 TYPES OF ACCESS:3) TO THE FACILITY4) WITHIN THE FACILITY A FACILITY THAT CAN BE SUPERVISED EFFICIENTLY IS A GREAT ADVANTAGE FOR WHAT 2 REASONS? 1) REDUCE LIABILITY -A LACK OF PROPER SUPERVISION IS ONE OF THE MOST COMMON ALLEGATIONS MADE IN LAWSUITS REGARDING NEGLIGENCE IN SPORT & PHYSICAL ACTIVITY PROGRAMS. 2) REDUCE STAFF -A WELL-DESIGNED FACILITY CAN BE ADEQUATELY SUPERVISED BY A MINIMUM NUMBER OF STAFF MEMBERS, THEREBY REDUCING OPERATING COSTS.
  • 8. THE MAIN WAY TO CONTROL ACCESS INTO THE FACILITY IS THROUGH CREDENTIALS. QuickTimeª and a decompressor are needed to see this picture. QuickTimeª and a decompressor are needed to see this picture.
  • 9. THERE ARE 2 MAIN WAYS TO CONTROL ACCESS WITHIN THE FACILITY.
  • 10. HORIZONTAL CIRCULATION CONTROL-COMMON METHOD FOR MANAGING ACCESS TODIFFERENT PARTS OF A FACILITY WHEN THERE IS A NEEDTO SEPARATE AREAS ON THE SAME FLOOR.
  • 11. VERTICAL CIRCULATION CONTROL-COMMON METHOD FOR MANAGING ACCESS TODIFFERENT PARTS OF A FACILITY WHEN THERE IS A NEEDTO SEPARATE AREAS ON THE DIFFERENT FLOORS.
  • 12. WHAT IS THE D.I.M. PROCESS & ITS 3 BASIC STEPS?
  • 13. D.I.M. PROCESS•A TOOL USED TO DEVELOP AN EFFECTIVE RISKMANAGEMENT PROGRAM.•SHOULD BE USED AS AN ANTICIPATORY TECHNIQUE, NOTA REACTIONARY PROCEDURE. -PROACTIVE VS REACTIVE•IF USED PROPERLY, THE PROCESS WILL HELP ANORGANIZATION DECREASE THE CHANCE OF LITIGATION.
  • 14. •DEVELOPING -DEVELOP THE PLAN.•IMPLEMENTING -IMPLEMENT THE PLAN.•MANAGING -MANAGE THE PLAN.•NO MATTER THE SIZE, EVERY ORGANIZATION SHOULD: -HAVE A RISK MANAGEMENT PLAN. -NOT USE A BOILERPLATE PLAN. -DEVLEOP THE RISK MANAGEMENT PLAN SPECIFIC TO THE ORGANIZATION.
  • 15. WHY IS CRISIS MANAGEMENT IMPORTANT TO THE RECREATION OR SPORT MANAGER?CRISIS:-A SUDDEN SITUATION THAT THREATENS ANORGANIZATION’S ABILITY TO SURVIVE.-ON A DAILY BASIS, THE RESCREATION/SPORT MANAGERIS CONFRONTED WITH SITUATIONS THAT, IF NOT DEALTWITH PROPERLY, CAN ESCALATE INTO CRISES.-IN MANY CRISIS SITUATIONS, THERE IS NO PLAN FORHOW TO RESOLVE THE CRISIS.
  • 16. COMMON CHARACTERISTICS OF CRISES3) THEY ARE NEGATIVE4) THEY CAN CREATE IMPROPER OR DISTORTED PERCEPTIONS.5) THEY ARE DISRUPTIVE TO THE ORGANIZATION.6) THEY TYPICALLY TAKE THE ORGANIZATION BY SURPRISE.
  • 17. CRISIS MANAGEMENT PLAN (CMP)-ASSISTS AN ORGANIZATION IN THE EVENT OF AN ACTUALCRISIS. -FIRES, FLOODS, POWER OUTAGES, BOMB THREATS-FOCUSES ON ALLOWING THE ORGANIZATION TO ACHIEVEITS MISSION UNDER EXTRAORDINARY CIRCUMSTANCES.-ESPECIALLY IMPORTANT FOR SMALLER ORGANIZATIONSBECAUSE THEY HAVE FEWER RESOURCES TO DRAWFROM WHEN A CRISIS ERUPTS.
  • 18. ACTION PLAN-A DOCUMENT THAT DETAILS CAREFULLY CONSIDEREDCOURSES OF ACTION.-ANSWERS THE QUESTION: “WHAT WILL WE DO IF ACRISIS OCCURS?”-IDENTIFIES ALL RESOURCES THAT MAY BE NEEDED INEACH CRISIS SITUATION.
  • 19. CRISIS MANAGEMENT MANUAL-SHOULD ADDRESS THE MOST LIKELY CRISES ANORGANIZATION MAY FACE & SUGGEST METHODS FORHANDLING THOSE CRISES.-SERVES AS A CHECKLIST OF WHAT TO DO WHEN & WHOMTO CONTACT WHEN A CRISIS OCCURS.
  • 20. CRISIS RESPONSE TEAM-A TEAM FORMED TO COORDINATE AN ORGANIZATION’SRESPONSE TO CRISIS.-NEEDS TO BE FORMED & TRAINED BEFORE A CRISISOCCURS. -TRAINING ALLOWS TEAM MEMBERS TO REACTMORE CLAMLY, EFFECTIVELY, & EFFICIENTLY.-MEMBERS OF THE TEAM WILL VARY DEPENDING ON: -SIZE OF ORGANIZATION. -PRODUCTS/SERVICES OFFERED BY ORGANIZATION. -LIKELY SOURCES OF ORGANIZATIONAL CRISES.
  • 21. PROPER CRISIS COMMUNICATION-COMMUNICATION: KEY TO HANDLING A CRISIS.-THE FIVE C’S OF CRISIS COMMUNICATION:5) CARE6) COMMITMENT7) CONSISTENCY8) COHERENCE9) CLARITY