Chapter 9

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?

FROM AN EVENT MANAGEMENT & SECURITYSTANDPOINT, HOW WAS THE TERRORIST ATTACK AT THE 1972 MUNICH OLYMPICS MISHANDLED?

-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. .

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.

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.

•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.

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.

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.

THERE ARE 2 MAIN WAYS TO CONTROL ACCESS WITHIN THE FACILITY.

HORIZONTAL CIRCULATION CONTROL-COMMON METHOD FOR MANAGING ACCESS TODIFFERENT PARTS OF A FACILITY WHEN THERE IS A NEEDTO SEPARATE AREAS ON THE SAME FLOOR.

VERTICAL CIRCULATION CONTROL-COMMON METHOD FOR MANAGING ACCESS TODIFFERENT PARTS OF A FACILITY WHEN THERE IS A NEEDTO SEPARATE AREAS ON THE DIFFERENT FLOORS.

WHAT IS THE D.I.M. PROCESS & ITS 3 BASIC STEPS?

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.

•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.

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.

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.

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.

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.

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.

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.

PROPER CRISIS COMMUNICATION-COMMUNICATION: KEY TO HANDLING A CRISIS.-THE FIVE C’S OF CRISIS COMMUNICATION:5) CARE6) COMMITMENT7) CONSISTENCY8) COHERENCE9) CLARITY

Chapter 9

by detjen on Apr 10, 2012

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