Event Risk Management Drills
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EM-604Week6-7.pdf
In some Emergency Medical Services (EMS) circles, mass events aren’t thought of as definable situations, but as
gatherings of potential patients. —BUTLER, GESNER, AND NREMT, EMERGENCY MANAGEMENT, NOVEMBER 1999
.نیلمتحم ىضرمل تاعمجت اھنأ ىلع نكلو ، اھدیدحت نكمی فقاوم اھنأ ىلع ةیعامجلا ثادحألا ىلإ رظُنی ال ، ةیبطلا ئراوطلا تامدخ رئاود ضعب يف
IN THIS CHAPTER, WE WILL EXPLORE:
• Issues of emergency medical response (EMR) and risk management
• Types of EMR teams most effective in meetings and events
• Types of people who are at special risk
• Development of a risk management policy for fire safety and prevention
• Poison control issues
As the journalist Joe Cahill noted, “for the EMS in the city of New York there are really only three nights—the Fourth of July, New Year’s Eve and the other 363 nights of the year” (Cahill, 1999, p. 38). While EMR teams are kept busy throughout the year
Cahill recognizes that events, especially large events, provide a tremendous amount of extra stress on those trying to manage medical risks and to care for the public. Events are occasions where participants lower their inhibitions and often do not use common sense.
A crowd can easily degenerate into a mob, and a willingness to perform acts that are contrary to common sense are possible, all of which increase the risk of medical injury.
A simple example serves to illustrate this point. Outdoor summer festivals and other events may inspire people not only to wear less clothing than is prudent, but also to forget to use sunscreen or sunblock, resulting in the need for medical attention.
In the United States, the Fourth of July (Independence Day) and New Year’s Eve are major event challenges for EMR teams and for those who seek to manage risk.
As such, these holidays serve as a model for event management around the world. To paraphrase the song “New York, New York”: If an event risk manager can handle those days, he or she can handle any day.
Challenges to Event Risk Management To better understand how some of these concepts fit together, let us begin by examining some of the challenges facing the New York City EMR squads that are assigned the New Year’s Eve detail.
York City’s New Year’s Eve celebration centres around that part of the city known as Times Square. Times Square is not only the heart of New York City, but it serves as a major city transportation hub and as the city’s most symbolic crossroads. The New Year’s Eve celebration is broadcast around the world, which means that hundreds of thousands of people gather at Times Square both to see and to be seen.
events, and just everyday life. This means that the risk man- ager may not have all of the personnel and equipment that he or she might like to have.
! Obtain extra personnel. Because EMRs cannot handle the special event and the everyday events at the same time with- out extra personnel, it becomes the job of the risk manager to determine/research how much additional personnel the spe- cial event may require and develop a plan to obtain this ad- ditional personnel.
! Make certain that your EMR team is present throughout the
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Major Event City
Secondary events often produced Neighborhood areas are separated from major downtown center
Fire equipment needed Fire equipment needed
Composed of subcrowds Composed of subpopulations
Coordination needed among Coordination needed among medical, fire, and medical, fire, and security services security services
Potential for crisis Potential for crisis
Specific site Specific city limits
Control of streets essential Control of streets essential
Chain of command needed to City government needed to assure secure keep crowds under control environment in which to live
Figure 5-1 Comparing Risks in a City to Risks at a Major Event
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To address the additional problems posed by a special event to medical personnel, event risk managers must consider the following:
• Remember that life goes on during the special event. EMRs must be prepared to handle the special event, secondary events, and just everyday life. This means that the risk manager may not have all of the personnel and equipment that he or she might like to have.
• Obtain extra personnel. Because EMRs cannot handle the special event and the everyday events at the same time without extra personnel, it becomes the job of the risk manager to determine/research how much additional personnel the special event may require and develop a plan to obtain this additional personnel.
• Make certain that your EMR team is present throughout the special event. When things seem quietest is often when trouble breaks out. Remain in a state of alert until the event is truly over.
• Be prepared to implement triage/treatment and transportation. In case of an emergency at a special event, there is a high probability that more people may need attention than your staff and equipment can handle. Have present guidelines so that you can determine the order of medical attention.
• Have a coordinated ambulance plan ready and in operation. Determine how you will replace the ambulances that are called into service. Additionally, make certain that you have worked out an ambulance entry and exit strategy.
• Have some way to keep a record of those who choose not to accept medical treatment. You want proof of assessment/ refusal of treatment to minimize post accident legal issues.
• Make certain that staff and volunteers at the event are fully briefed and that the timing for this briefing is as close to the event as possible.
Areas in which you may wish to brief staff and volunteers include:
• Area layout, with maps • Types of expected/potential violence • Biochemical hazards • Crowd culture • Latest weather forecasts • Who holds which positions within your chain of command
• Provide safe areas sheltered from the weather for both EMR personnel and victims.
• Design a method to secure unattended official vehicles. The last thing that an event risk manager needs during a special event is to have one of the emergency medical vehicles stolen or damaged.
• Develop a good communications system so that EMR team members can communicate with each other and with fire/ security personnel.
Ø Anyone who has ever been in a traffic jam knows that often one of the reasons for these bottlenecks is the large number of people who slow down to look at an accident.
Ø This same principle must be taken into account when considering medical event risk management procedures.
Ø Finally, event risk managers must factor into their equation the fact that it generally takes a longer amount of time to move a person who happens to be in a crowd to an ambulance. Event risk managers must consider the following when meeting with their EMR team:
• Size and layout of event site
• Number of people attending the event
• Number of personnel available, as well as backups
• Resource budget
• Aid from other sources
• Type of response team
When beginning to develop your EMR team, make sure that you meet with the team members. It is essential that you answer the following questions:
• Is the chain of command clearly understood? • What is the overall budget? • What equipment and supplies are needed and which supplies are supplemental? • How will the local law enforcement agency and fire department interact with the
EMR team? • With which events can you compare your event? How are these events similar to
other events? • How can other agencies such as the Red Cross be of help? • What are the conditions for the event? For example, if this event is a week-long
festival, you will need a very different plan than if it is to last only a few hours. In the case of a longer event, several teams will be needed.
• Who are the expected participants at the event? While one never wants to make overgeneralizations, it is also clear that different types of events will attract different types of attendees. It is helpful in determining the types of risk, in particular, health risks, to have a psychographic model of the typical attendee at your event.
• What physical barriers might cause injury? For example, if this is an outdoor festival, are there ditches into which a person may fall, poison plants that can cause injury, or waterways that may prove dangerous?
• How will these areas be surveyed and isolated? If the event has a night-time component, then lack of light must also be taken into consideration.
• Where will medical aid stations be situated? • What is the farthest that someone would have to go to call for help? • Are mobile stations needed? • If the event is out of doors, then there may be additional problems in getting help. In
the station, the risk manager will also need to decide what equipment the EMR team will need. How many beds should be in a station?
• By working with a statistician, the risk manager should be able to develop an accurate picture of the amount of materials that he or she will need.
multivariate equation. Specific demographics must be used to de- termine the number of EMR teams per thousand participants. Fac- tors to consider are:
! Age of participants in relationship to weather conditions ! Past incidents at this event (i.e., a review of its history)
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Backstage
STAGE
AMBULANCE
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if only one tent—have signs directing people all over the stadium.
must have radio comm. between PD and all tents.
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to ha ve:
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Ambulance— clear access to street
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no more than 4 medics per tent
1 EMS staff person per 1000–1500 participants
hot = more personnel extreme cold = cancel event younger audience = more alcohol-related problems older audience = serious health problems
MAIN ENTRANCE
Figure 5-2 Sample Emergency Medical Response Team Map
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v Specific demographics must be used to determine the number of EMR teams per thousand participants. Factors to consider are:
• Age of participants in relationship to weather conditions • Past incidents at this event (i.e., a review of its history) • Type of event • Location of event, outdoors or indoors • Availability of shade if event is held outdoors and in summer • Political situation (likelihood of attracting opponents) • Distance of parking from event • Geographic considerations (e.g., types of walkways, hills, places where one can
fall) • Time of day • Weather conditions: chilly, sunny, windy, moist
Ø Event managers should add extra EMR teams when the above factors heighten the probability of risk. One formula is to add 0.5 extra team for each additional risk factor and reduce the size of the team by 0.25 for factors that lessen the risk. Nevertheless, the number of EMR teams should not drop below one per thousand participants.
For example, if you are the risk manager for an outdoor antique show in August in the southern part of the United States attracting mainly middle-aged people, you might consider:
• One team per thousand (1000) • Time of day: noon, add 0.5 • Potential for violence among participants: subtract 0.25 • Amount of shade: adequate, neither add nor subtract • Shade availability: low, add 0.5 • Potential for guests to fall: great, add 0.5 • Distance of trip to parking lot: close, subtract 0.25
For this event, we might construct the following equation:
1 + 0.5 - 0.25 + 0.5 + 0.5 - 0.25 = 2.00
• In this hypothetical example, we would require two EMR teams per thousand.
Types of Team Responses UNIT-TEAM RESPONSE
A unit team is based on the idea that a single medical team will take control of the injured person or patient from the moment there is an initial call for help until his or her arrival at the designated medical facility.
ZONE-TEAM RESPONSE
The zone-team method combines wartime military response methods with civilian EMS methods. A central area is divided into zones, with teams within zones being prepositioned to respond immediately. Each team is prepared to back up the other team as needed.
Types of Team Responses
UNIT-TEAM RESPONSE
A unit team is based on the idea that a single medical team will take control of the injured person or patient from the moment there is an initial call for help until his or her arrival at the des- ignated medical facility. Sometimes these unit teams are dispersed so that individual teams are positioned in strategic locations. In most cases, however, the team’s equipment is at a specific site. Dispersed unit-team strategy is good when bulky tools or equip- ment is required. Figure 5.3 lists both the advantages and the dis- advantages of unit-team responses.
ZONE-TEAM RESPONSE
The zone-team method combines wartime military response meth- ods with civilian EMS methods. A central area is divided into zones, with teams within zones being prepositioned to respond immediately. Each team is prepared to back up the other team as needed.
One way to determine the type of response team that you will need is to consider the number of people who may need medical attention at your event. According to Leonard and Moreland (2001, p. 54), the average number of expected patients ranges from 0.3 to
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Advantages Disadvantages
Less confusion Team fatigue
Information from patient to team may Possible errors in judgment due to fatigue be more accurate
Longer response time Transportation crew has eyewitness view of the scene and event
Figure 5-3 Advantages and Disadvantages of EMR Unit Team
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v In a similar manner, the event risk manager must not only know the number of people who may be statistically predicted to need treatment under normal event situations, but also the breakdown of individual medical needs for his or her particular event.
v Should the event risk manager predict “normal” event problems such as headaches and bruises or is there a reason to suspect that other forms of treatment may also be needed?
v No matter what event risk managers may predict, they must provide the EMR team with enough materials and personnel to coordinate most situations for at least 30 minutes.
v Finally, event risk managers must consider the type of medical personnel that will be needed. Should the event include only paramedics or registered nurses? Should it also include physicians? How much should 911 be involved in the overall plans? Are there specific times of the day when attendees may need more medical assistance than at other times? These and many other questions must also be considered to prepare properly for the medical needs of the guests
Fire Fire carried (and still carries) multiple risks. Once started, it is almost unstoppable and forms the basis of one of the most deadly weapons known to humanity.
achievements. Fire permitted humans to cook food and to live in less temperate climates. On the negative side, once fire could be transported, it also became an instrument of war. Fire carried (and still carries) multiple risks. Once started, it is almost unstoppable and forms the basis of one of the most deadly weapons known to humanity.
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Inspect Liaison
Quality of water/food Local health officials
Loose carpeting or other underfoot Site engineers, maintenance crews, sanitation hazards crews
Safety of building Safety inspectors
Loose rocks and obstacles on paths Grounds department
Quality of lighting Electrical personnel
Quality of public sanitation Health sanitation, waste management services services
Debris around the site Janitorial sanitation services
Condition of warning systems Fire and police departments
Condition of communications Federal Communication Commission, systems telephone communications consultants
Figure 5-4 Risk Prevention Checklist
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For example, in many places where events are held we can find:
• Plastic seats
• Interior materials used in private suites, such as gypsum wallboard or wood
panelling
• Upholstered chairs
• Photographic equipment and flammable chemicals
• Office areas that contain combustible materials
• Restaurants/kitchens where grease may be used or combustible material may be
present
Often, then, the public believes that event venues are immune from fires. In fact, the reality is quite different. Not only may a building’s contents be combustible, but also only part of the buildings may be in use.
The National Fire Protection Association reports that senior citizens are most at risk in case of a fire (http://www.usfa.fema. gov/safety/older).
SENIOR CITIZENS
Older adults have special needs that present additional challenges to those in the field of fire protection and event risk management. Although the following list can include people of any age, statis- tics indicate that these items must be of great concern to event risk managers who work with older event attendees.
The factors associated with aging include:
• Progressive degeneration in physical, cognitive, and emotional capabilities. Included in this list are such problems as blindness/poor eyesight or deafness/poor hearing. These two handicaps mean that senior citizens can be at much higher risk and have less chance of seeing/hearing signs, warnings, and/or alarms.
• Higher probability that an elderly person will accidentally start a fire.
• Lower probability that a senior citizen may survive a fire, due to physical restraints.
• Consumption of multiple medications by seniors. The taking of multiple medicines may cause side effects, including confusion. These side effects may alter the decision-making process and interfere with one’s ability to think clearly during a crisis, increasing the potential for accidents.
• Impairments caused by the combination of alcohol and pre- scription drugs. Such impairments may lead to an increased likelihood of accidentally starting a fire, not detecting a fire, and not being able to escape a fire.
HEARING IMPAIRED
Event risk managers often overlook those guests and participants who are hearing impaired. It is a good idea for event risk managers to consult with groups representing people with hearing impairments to find the best way to serve these people.
We know that hearing-impaired individuals cannot rely on traditional audible smoke alarms.To compensate, some alarms come equipped with flashing lights. The vibrating bed and pillows that have been designed to awaken people who are hearing impaired
MOBILITY IMPAIRED
A third group that presents special challenges to event risk managers is the mobility impaired. People with mobility impairments face challenges, including fire safety.
Thus, it is preferable for event risk managers to have prior knowledge as to who suffers from mobility impairment, and he or she needs to develop a risk management plan that takes their needs into account.
Event risk managers should remember that:
• People with mobility impairments represent a segment of the population with one of the highest risks of dying in a fire.
• The fire safety needs of people with mobility impairments are not addressed through mainstream public fire and life safety education.
• Fire safety engineering has not adequately addressed the capabilities of people with mobility impairments.
• People with disabilities have to deal with extra impediments to their escape in cases of fire.
More information is available on line at http://www.usfa.fema.gov/safety/mobility.htm.
BLIND OR VISUALLY IMPAIRED
Event risk managers face many challenges, among which is ensuring the safety of the blind or visually impaired. Those persons who have these impairments realize personal safety is always an issue. For example, in the event of a fire, the event risk manager must be cognizant of the fact that a blind or visually impaired per- son suffers from an increased risk of injury and death. More information is available on line at http://www.usfa.fema.gov/safety/sight.htm.
MANAGING AND CONTROLLING FIRE RISK
Because fire can be so destructive, it is essential that event risk managers invest the time and effort in preventing fires. It cannot be emphasized enough that the best form of fire fighting is fire prevention. Event risk managers should always work closely with local fire officials. The event risk manager should never be afraid to ask questions of fire experts and should never forget that, when it comes to saving lives, it is better to ask questions than to rely on incorrect assumptions.
The following checklist will help you to decrease fire risks and, in case of a fire, to reduce the risk to life and property:
• Inspect smoke alarms and make sure that different types of smoke alarms have been installed. A working smoke alarm dramatically increases a person’s chance of surviving a fire.
• Evaluate the fire evacuation plan in terms of the event’s demographics. Make sure that the evacuation plan will work for those with impairments, and that warnings can be clearly understood and assimilated by everyone. In a like manner, if children are expected to be present during the event, be aware of the fact that children’s skin is thinner and will burn more easily.
• Conduct a tabletop exercise and a practice drill of your fire prevention and evacuation plan. Make certain that you conduct this exercise under various conditions. For example, if a fire broke out at night, how would the evacuation plan be different from that which you might employ during daylight hours?
• Meet with fire officials to discuss their concerns. Develop a worst case scenario and a plan to deal with that scenario.
• Have clear routes for both evacuees and firefighters. Does the fire department have clear and precise maps of where things are, what evacuation routes are to be used, and where fire- fighting resources are located?
• Make certain that you have checked and reviewed with experts what preventive measures need to be taken to avoid biochemical hazards. In case of a fire, how would you handle the additional problem of biochemicals?
• Ensure that stairs are marked. Is it clearly stated that one should not use elevators during a fire? • Develop a fire control checklist and review it periodically. Make certain that you
regularly inspect the following resources: • Sprinkler systems • Smoke detectors • Fire extinguishers • Monitors for the fire extinguishers • Ramp/path layouts • Available water resources
• Develop recommendations for any special legislative action that may be needed to prevent fire damage in the future.
In the case of both fire prevention and EMR services, it is a good idea for event risk managers to travel to other facilities of a similar nature.
These trips allow event risk managers to see how their colleagues handle problems and provide the event risk managers with professional best practices and benchmarks.
The event risk manager may wish to determine the following: • How well do colleagues handle the large crowds that gather prior to the event
and linger at the stadium after the event? • Are these crowds fire hazards? • Do these crowds require additional EMR teams and resources? • What is the relationship between alcohol and fire at colleagues’ venue sites? • How do colleagues mark escape routes? • How do colleagues coordinate the resources of multiple stakeholders
(firefighters, police, security, etc.)?
Developing a policy for event risk management requires careful planning.
The following points should always be considered: • Determine critical needs. The event risk manager needs to determine these needs
and prioritize them. No event risk manager will have everything that he or she desires. Know what you must have, desire, and benefit from.
• Establish a good group coordination effort. It is essential that the chain of command and political issues be ironed out be- fore an event. During a critical incident, there is no time for personality conflicts.
• Predeploy resources. Make certain that all resources are in place prior to the event. The last thing you want to do during a crisis is send for resources.
• Have billings established prior to the event. It is essential to know who will charge what and for what services. The sooner these issues are identified and resolved, the quicker the risk manager can move onto the immediate task at hand. Never assume that someone is going to provide a service free of charge.
• Test and test again all warning systems. How loud do warning devices need to be to be heard above the roar of the crowd?
• Develop a backup power plan. If you needed additional power, how would you get it? What alternative power sources do you have in case of blackouts or power cutbacks? Do you have an emergency generator system to make sure that fire alarms, voice communication, fans, exit signs, fire pumps, elevators for firefighters, and emergency lighting will work?
• Determine how smoke will be handled. Is there a smoke control system? • Know where the phones are located in order to notify the fire department.
Ø If a person’s clothing becomes inflamed, then have the person:
• Stop immediately wherever he or she may be • Drop to the ground • Roll over and over again with hands over face and mouth until the fire is
extinguished
Poison Due to a problem in the cooling system, 221 people became ill and 34 died. It was that convention that gave us the name Legionnaires’ disease. The disease, however, has not been confined to Philadelphia. In Stafford, England (1985), over 100 people contracted the disease, resulting in 28 deaths. Legionnaires’ disease has also occurred in places such as Australia (http://www.multiline.com.au/~mg/ legion5.html). In reality, this disease came from contaminated air conditioning ducts and serves as a good example of the fact that we live in a world filled with poisons.
The Carolinas Poison Centre provides us the following definition of a poison: “A poison is anything someone eats, breathes, gets in the eyes or on the skin that can cause sickness or death. Poisons can be found in four forms: solid, liquid, spray or gas” (http://www. carolinas.org/services/poison/info.cfm).
Following is a partial list compiled by the Carolinas Poison Centre of some common substances that, if used incorrectly, can be or become poisonous:
• Personal care products. Mouthwash, nail polish, permanent- wave solutions, hair- removal products, nail polish remover, cosmetics
• Household products. Drain cleaners, toilet bowl cleaners, ammonia, bleach, pesticides, lamp oil, oven cleaners, furniture polish, gasoline, kerosene, antifreeze, windshield solution, fertilizers, lawn chemicals
• Medicines and vitamins. Heart and blood pressure drugs, tranquilizers, cough and cold medicines, iron and pain relievers, diabetes medicines
• Plants. Wild mushrooms, philodendron, foxglove, castor bean, dieffenbachia, pokeweed, holly berries, Peace lily
• Environmental poisons. Carbon monoxide, lead paint
More information is available on line at http://www.carolinas.org/services/poison/info.cfm.
Acts of Terrorism
uIn the United States, terrorism has been traditionally divided into domestic and international terrorism. Terrorism is often defined as the indiscriminate destruction of property and life for the purposes of furthering a political agenda. Because terrorists seek media attention, any event is an open target for terrorists.
Crime Terrorism
Goal Usually economic or To gain publicity and social gain sometimes sympathy for a
cause
Usual type of victim Person may be known to Killing is random and appears the perpetrator or selected to be more in line with a because he or she may stochastic model; numbers yield economic gain may or may not be important
Defenses in use Often reactive, reports Some proactive devices such taken as radar detectors
Political ideology Usually none Robin Hood model, that is to say, the terrorist sees himself in a positive light
Publicity Usually local and rarely Almost always is broadcast makes the international around the world news
Most common forms Crimes of distraction Domestic terrorism in events industry Robbery International terrorism are: Sexual assault Bombings
Potential for biochemical attack
Statistical accuracy Often very low; in many Almost impossible to hide; cases, the travel and numbers are reported with tourism industry does great accuracy and repeated everything possible to often hide the information
Figure 5-5 Major Differences Between Event Crime and Terrorism
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Some Reasons for the Interaction Between Terrorism and Events
• Events are often close to major transportation centres. • Events are big business. • Events impact other industries such as restaurants, hotels, and entertainment. • Events often draw media coverage. • Events require tranquillity or places where business can be conducted in a peaceful
manner. • Events must deal with people who have no history; thus, risk managers often do
not have databases on delegates or attendees.
• Events are based on a constant flow of guests; thus, it is hard to know who is and who is not a terrorist.
• Events are the point where business and relaxation converge, and therefore guests often let down their guard.
! Events are based on a constant flow of guests; thus, it is hard to know who is and who is not a terrorist.
! Events are the point where business and relaxation converge, and therefore guests often let down their guard.
DEALING WITH BOMB THREATS OR ACTS OF TERRORISM
Few visitor event venues are prepared for a bomb threat or an act of terrorism. Yet, as the world becomes an increasingly dan- gerous place, it behooves you to become prepared for such a pos-
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Meetings cum Domestic Demonstrations International
Viewed as Crime Politics War
Goal Overthrow Change policy Conquest government or policy
Preparation time Very little or none Great deal of time Very little or none
Targets Government Meetings Economic or Buildings transportation
centers. Tourism most at risk here of a direct attack
Effects on Major short-term Major effect during Can have long- tourism effect; can become short- and medium- term effects,
a part of dark term memory especially if tourism repeated
Figure 5-6 Types of Event Terrorism
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DEALING WITH BOMB THREATS OR ACTS OF TERRORISM
v In training sessions that you hold with your staff and volunteers:
• Make sure that all employees and volunteers know the policy guidelines. These guidelines should be reviewed on a periodic basis.
• Instruct employees and volunteers not to discuss the matter with anyone, especially the media.
• Practice procedures. The more practice employees and volunteers have, the less chance of panic and the greater the possibility that the person will follow procedures and save lives.
EVENT VENUES
Event venues are perfect sites for both large-scale and small-scale terrorism attacks. Attacks may be of a violent nature, such as the explosion of a bomb, or of a silent nature, such as a biological at- tack via the building’s ventilation system.
The event risk manager then must think through such issues as:
• Policies regarding a crowd in panic • Notification of the victims’ families • Policies regarding employee and volunteer background checks • Special security instructions for those working at front desks/ticket booths • Policies on secondary crises (e.g., after a bomb has exploded, a fire may break
out) • Escape routes
It is essential that policies be developed as to what preventive measures will be taken before an attack, during an attack, and after an attack.
The following checklist will be useful in this policy development.
Before an Attack
• Discuss possible solutions with all event stakeholders. The more the stakeholders are involved, the better the chance that there will be cooperation during an attack.
• Have in place a plan for the dissemination of information. Information on sensitive security issues should not be shared with everyone. The event risk manager will need to balance the need to know with the need to maintain security.
• Develop a media recovery plan long before there is a terrorist attack. • Meet with safety and security personnel. Make sure that you, as a manager, are
clear as to what active and passive security plans you have. Do you have a clear evacuation route?
During an Attack
• Remain calm. Speak in the lower tones of the voice’s register and maintain grace under pressure.
• Listen, without interrupting, in case there is a warning concerning a bomb. Never argue or become defensive.
• Do not be a hero. Instead, call for help when possible. If you are a hostage, give the appearance of cooperation.
• Have a backup person in case the event risk manager is injured or killed. • Review exit plans on a regular basis. This review is especially important in case
of chemical and biological attacks. • Maintain sense of humour, if at all possible. Humour can help • you to keep calm and to think clearly.
• Listen, listen, and listen, then get details. Terrorists will often give out a vital piece of information that can save lives.
• Never display anger. • Never forget that the attendees are the event’s guests. You should attempt to
remove guests from the situation as quickly as possible.
After an Attack • Assess the damage. First, seek to save lives, second, deal with psychological
traumas, and finally, assess property damage. • Implement the recovery plan. Such a plan may include: o All-clear signals o Review of all security breaches o Dissemination of honest and accurate information • Make sure that all employees, volunteers, and guests understand that you are
doing everything possible for their protection. Every person at the event needs to know that you care about him or her. Leadership means listening, keeping all impacted persons in the know, and implementing.
• Make sure that police and security personnel are visible. • Good event risk security in this case means that you need to be vigilant but not
overbearing. • If possible, at least for the next few days after an attack, have security
professionals placed at the entrances to all venues and at elevators. • It is reassuring to the public when police and security personnel are seen
standing rather than sitting. • Make sure that employees, volunteers, and guests know that you cannot answer
every question asked.
• Keep lighting at as high a level as possible. The more light • there is, the more people tend to feel secure. • Good lighting works on the subconscious as both a protective device and a method
of reassurance. • Take a proactive stance. • Keep eyes open for anything that may seem suspicious. • In such a case, do not confront the person, but report your suspicions to security
personnel. • Make sure that employee and volunteer identification cards are clearly visible. • This is important to reassure the public and provide a sense of professionalism. • Check the records of all outside contractors doing repair work.
Event Risk Management Key Terms
Chain of command: An organizational structure that identifies decision-makers in order of authority and clearly delineates responsibilities. Combustible material: Material that can catch on fire. Incident commander: Called the IC, this is the person who keeps track of the entire risk management team. It is the IC’s job to know what is going on at each station and to coordinate the actions of the EMR team. Medic in charge: The head medic on an EMR team. The medic in charge is often called the MIC and answers to the IC. Operational supervisor: Another name for the incident commander on an EMR team. Often called the OS for short. Tabletop exercise: An exercise in which all the key players are given a scenario and asked to act as if it were real. Unit-team approach: A form of EMR in which one team is re- sponsible for the patient from moment of contact until end of contact. Zone-team approach: An EMR organizational pattern based on a mixture of military and civilian procedures.
Event Risk Management Drills
1. Assume that you are running an outdoor ethnic food festival for the elderly. What fire precautions might you need to take? What are some of the poison issues that you might consider? How would you organize your EMR team?
2. Assume that you have been hired as the risk manager for a major sports stadium. Design a risk program that deals with is- sues of fire and health.
3. You are the risk manager and need to determine how many EMR teams you will require. The event is a summer rock concert. Last year, this concert had a number of alcohol-related incidents. The concert takes place in the late afternoon and extends into the night. The concert site is a hill in a geographic area famous for sudden flash thunderstorms. How many EMR teams would you want per thousand participants?
4. A car bomb has just exploded in front of your event centre. What are the steps that you would take in protecting the survivors and the rescuers? Develop a time line for your response.
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Critical Issues for Event Safety
Thank You!
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