RRM Contingency Planning Presentation
Transcript of RRM Contingency Planning Presentation
“WHAT DO YOU DO IF…”A Guide to Contingency Planning for Road Race Directors
by Dave McGillivray
CONTINGENCY PLANWho’s presenting today?
It’s 90 degrees…I hear thunder…It’s the pothole from Hell…They ran out of ambulances…It’s starting to rain…The key person went home sick…The lead vehicle got lost…They didn’t obtain the permit…The bridge is going up…Someone died…The porta-potties are locked…The mayor is angry…The microphone doesn’t work…The road construction started early…We don’t have enough cups…A train is coming…The bibs are numbered wrong…The wind collapsed the tents…I thought YOU brought the zip ties…The forecast is for snow…The cops are on strike…The battery on the lift is dead…
WHY ME?
MURPHY’S LAWYes, it applies to road races.
McGILLIVRAY’S LAW…And the EXPERIENCED event director
is PREPARED for it!
MURPHY’S LAWAnything that can go wrong, will go wrong!
WHAT DO YOU DO IF…? A Guide to Contingency Planning
PREPARATIONIf you’re not prepared for EVERYTHING, you’re not prepared for ANYTHING.
Who knowswhat thisimage is?
WHAT DO YOU DO IF…? A Guide to Contingency Planning
At least I’m not HIM!
WHAT DO YOU DO IF…? A Guide to Contingency Planning
WHY ME???
WHAT DO YOU DO IF…? A Guide to Contingency Planning
CONTINGENCYPLANNING
Addressing allforeseeable problems
OUTSIDE OF your controlin advance
EVENTPLANNING
Addressing allforeseeable problems
WITHIN your controlin advance
CRISISMANAGEMENT
Dealing witha significant problemwhich threatens the
organizationwhen it occurs
WHAT DO YOU DO IF…? A Guide to Contingency Planning
COMMON PROBLEMS IN ROAD RACES
WEATHERPROBLEMS
“SMOOTH AS SILK”…until the temperature hits 88 degrees with high humidity
WHAT DO YOU DO IF…? A Guide to Contingency Planning
WEATHER PROBLEMS EXAMPLE #1
EVENT:1987 California International MarathonSacramento, CaliforniaSubmitted by John Mansoor
CHALLENGES:Hurricane winds of 50 mphDriving rainsFalling trees
RESPONSE:Took down banners and tentsRace went on despite weather
WHAT DO YOU DO IF…? A Guide to Contingency Planning
EVENT:2007 Twin Cities MarathonMinneapolis-St. Paul, MinnesotaSubmitted by Brian Mastel
CHALLENGES:Temperatures reached high 80’sFluid consumption exceeded budgetRecord drop-outs and strained medical resources
RESPONSE: Monitor and review hot weather plan with the Ops Team Contacted the water supplier and bus companies early in the
week to have additional resources on standby Notify hospital ER's, followed Mass Casualty Incident plan
WEATHER PROBLEMS EXAMPLE #2
COURSEDISRUPTION
WHAT DO YOU DO IF…? A Guide to Contingency Planning
EVENT:1992 KeyBank Vermont City MarathonVermont City, VermontSubmitted by Joe Connelly
CHALLENGES:Rail yard lost job sheetRail yard employees began to move trainsRunners were still crossing tracks
RESPONSE:Course director parked vehicle on tracks
COURSE DISRUPTION EXAMPLE #1
WHAT DO YOU DO IF…? A Guide to Contingency Planning
EVENT:2009 Fifth Third River Bank 25K RunGrand Rapids, MichiganSubmitted by Kristen Aidif
CHALLENGES: Heavy flooding left standing water on course
route with less than one week left to event Event was USATF 25K national championship
RESPONSE:Quickly designed and certified new courseNotified participants and volunteers via emailKept media informed throughout process
COURSE DISRUPTION EXAMPLE #2
WHAT DO YOU DO IF…? A Guide to Contingency Planning
EVENT:2009 Wine Country Half MarathonSanta Barbara, CaliforniaSubmitted by Matt Dockstader
CHALLENGES: Jesusita Fire nearby evacuates 30,000 people, closes
roads, jeopardizes air conditions and limits public safety personnel availability
RESPONSE: Used website, email and local media to keep runners and
volunteers updated Last minute weather improvements allowed race to go on
with limited public safety staff
COURSE DISRUPTION EXAMPLE #3
DATABASE/TIMINGISSUES
WHAT DO YOU DO IF…? A Guide to Contingency Planning
EVENT:2008 Jingle Bell RunSpringfield, IllinoisSubmitted by Alan Avery
CHALLENGES: Organizer re-sorted the participant database after printing
packet labels then sends it to timer Database submitted to timer did not match physical bibs
handed out to participants
RESPONSE: Unused packets and numbers were quickly reassigned to
pre-registered participants in alphabetical order
DATABASE/TIMING ISSUES EXAMPLE
PERSONNEL/PUBLIC SAFETYISSUES
WHAT DO YOU DO IF…? A Guide to Contingency Planning
EVENT:1979 Mardi Gras MarathonNew Orleans, LouisianaSubmitted by Mike Cambre
CHALLENGES: With only weeks left, the New Orleans Police Dept. went on
strike, eliminating all public safety support.
RESPONSE: The event was moved to the Lake Pontchartrain Causeway
which was shut down at both ends to accommodate the event.
PERSONNAL/PUBLIC SAFETY ISSUES EXAMPLE
EQUIPMENT/MATERIALISSUES
WHAT DO YOU DO IF…? A Guide to Contingency Planning
EVENT:2009 Pittsburgh MarathonPittsburgh, PennsylvaniaSubmitted by Patrice Matamoros
CHALLENGES: Days prior to the event, the cups from the water sponsor
arrived. Upon opening the boxes, organizers discovered that the cups were styrofoam.
The sponsor insisted on their use.
RESPONSE: Organizers used the cups and were “slammed” by the
participants for safety and environmental concerns. New specifications were established for future events.
EQUIPMENT/MATERIAL ISSUES EXAMPLE #1
WHAT DO YOU DO IF…? A Guide to Contingency Planning
EVENT:2007 U.S. 10K ClassicMarietta, GeorgiaSubmitted by Skip Breeser
CHALLENGES: Water for a 7,500 participant race was parked in a secured
compound with electronic metal fencing. Lightening hit the gates the night before the event, disabling
the electronic gate.
RESPONSE: With minutes to spare, the fire department’s emergency
response team cut the gate open.
EQUIPMENT/MATERIAL ISSUES EXAMPLE #2
EVENT CANCELLATION
WHAT DO YOU DO IF…? A Guide to Contingency Planning
EVENT:2008 Miles for MoffittTampa, FloridaSubmitted by Susan Meadows
CHALLENGES: Wildfires burning in Georgia and north Florida forced
cancellation of the race the day prior to the event.
RESPONSE: Disaster plan was executed – All participants, volunteers
and general public were notified by email, radio PSAs, posters, all news media outlets, and board members at the event site on race morning
Event was rescheduled four weeks later.
CANCELLATION EXAMPLE #1
WHAT DO YOU DO IF…? A Guide to Contingency Planning
EVENT:2003 Washington DC MarathonWashington, DCSubmitted by Beth Salinger
CHALLENGES: Iraq war began days prior to the event. Local officials urged
its cancellation “due to security issues.”
RESPONSE: Email went out Wednesday after which the phones and
inbound email were turned off. Several hundred runners staged their own Unofficial
Washington DC Marathon on the same course without public safety support or registration fees.
CANCELLATION EXAMPLE #2
WHAT DO YOU DO IF…? A Guide to Contingency Planning
BEST PRACTICES FOR CONTINGENCY PLANNING• Being PREPARED is the biggest asset.
BE PREPARED.You have no idea when the shit storm will ensue.
WHAT DO YOU DO IF…? A Guide to Contingency Planning
BEST PRACTICES FOR CONTINGENCY PLANNING• Being PREPARED is the biggest asset.
• Documentation provides emphasis and reference material.
“DECISION MAKING BOX”
Sean RyanRace Director
(at Start)
Cal KrommRace Ops Mgr
(in vehicle on course)
National Weather Service
Local Public SafetyDirectors
Water StationCaptains
Water Station DirectorSarah Malooly
Public Safety Officers(Field)
*SEVERE WEATHER = LIGHTNING OR TORNADO
Dr. ObmaMedical Director
Div. Chief Dan GunnPublic Safety
Director
“DECISION MAKING BOX”Sean Ryan
Race Director(at Start)
Cal KrommRace Ops Mgt
(in vehicle on course)
National Weather Service
Communications Director
Bonnie Cayemberg
RUNNERS, VOLUNTEERS AND SPECTATORSMESSAGE: “Go to the nearest water station and wait for a shuttle to pick you up.”
Medical Director
Heidi Gutschow
Medical Personnel
Water Station Captains
Water StationDirector
Sarah Malooly
Info Tent
Finish Line Announcer
VIP Tent
Lambeau
Technology Director
Janet Process
NetNetTechs
Media Relations Director
Lisa Hildebrand
Sports Radio 107.5
WFRVTV-5
OtherMedia
Lead / SAGVehicles
Shauna Coleman
Bus DirectorCindi Lawler
BusDrivers
LocalPublic Safety
Directors
Public Safety Officers(Field)
Dr. ObmaMedical Director
Div. Chief Dan GunnPublic Safety
Director
WHAT DO YOU DO IF…? A Guide to Contingency Planning
BEST PRACTICES FOR CONTINGENCY PLANNING• Being PREPARED is the biggest asset.
• Documentation provides emphasis and reference material.
• Bring all key parties to the table BEFORE the race.
INVOLVE ALL DEPARTMENTS.Avoid “we were neither asked nor informed.”
WHAT DO YOU DO IF…? A Guide to Contingency Planning
BEST PRACTICES FOR CONTINGENCY PLANNING• Being PREPARED is the biggest asset.
• Documentation provides emphasis and reference material.
• Bring all key parties to the table BEFORE the race.
• Have constant follow up – Don’t assume everyone “GETS IT.”
DUHThere’s one in every crowd.
WHAT DO YOU DO IF…? A Guide to Contingency Planning
BEST PRACTICES FOR CONTINGENCY PLANNING• Being PREPARED is the biggest asset.
• Documentation provides emphasis and reference material.
• Bring all key parties to the table BEFORE the race.
• Have constant follow up – Don’t assume everyone “GETS IT.”
• Have multiple fall back plans if possible (Plan B, Plan C, etc.)
PLAN BA good back up plan never hurts.
WHAT DO YOU DO IF…? A Guide to Contingency Planning
BEST PRACTICES FOR CONTINGENCY PLANNING• Being PREPARED is the biggest asset.
• Documentation provides emphasis and reference material.
• Bring all key parties to the table BEFORE the race.
• Have constant follow up – Don’t assume everyone “GETS IT.”
• Have multiple fall back plans if possible (Plan B, Plan C, etc.)
• Centralize communication and crisis decision making… Have a Unified Command Center and know who is in it.
COMMAND CENTERJust pick someplace.
WHAT DO YOU DO IF…? A Guide to Contingency Planning
BEST PRACTICES FOR CONTINGENCY PLANNING• Being PREPARED is the biggest asset.
• Documentation provides emphasis and reference material.
• Bring all key parties to the table BEFORE the race.
• Have constant follow up – Don’t assume everyone “GETS IT.”
• Have multiple fall back plans if possible (Plan B, Plan C, etc.)
• Centralize communication and crisis decision making… Have a Unified Command Center and know who is in it.
• Timing is critical–WHEN it happens is as important as WHAT.
TIMINGYou go inside BEFORE the giant wave of doom hits.
WHAT DO YOU DO IF…? A Guide to Contingency Planning
BEST PRACTICES FOR CONTINGENCY PLANNING• Being PREPARED is the biggest asset.
• Documentation provides emphasis and reference material.
• Bring all key parties to the table BEFORE the race.
• Have constant follow up – Don’t assume everyone “GETS IT.”
• Have multiple fall back plans if possible (Plan B, Plan C, etc.)
• Centralize communication and crisis decision making… Have a Unified Command Center and know who is in it.
• Timing is critical–WHEN it happens is as important as WHAT.
• Make sure all information is CREDIBLE.
CREDIBLE INFORMATIONMake sure it’s objective and verifiable .
WHAT DO YOU DO IF…? A Guide to Contingency Planning
BEST PRACTICES FOR CONTINGENCY PLANNING• Being PREPARED is the biggest asset.
• Documentation provides emphasis and reference material.
• Bring all key parties to the table BEFORE the race.
• Have constant follow up – Don’t assume everyone “GETS IT.”
• Have multiple fall back plans if possible (Plan B, Plan C, etc.)
• Centralize communication and crisis decision making… Have a Unified Command Center and know who is in it.
• Timing is critical–WHEN it happens is as important as WHAT.
• Make sure all information is CREDIBLE.
• A solid race day communication system/plan is essential.
COMMUNICATIONS PLANFunction over fashion
WHAT DO YOU DO IF…? A Guide to Contingency Planning
BEST PRACTICES FOR CONTINGENCY PLANNING• Being PREPARED is the biggest asset.
• Documentation provides emphasis and reference material.
• Bring all key parties to the table BEFORE the race.
• Have constant follow up – Don’t assume everyone “GETS IT.”
• Have multiple fall back plans if possible (Plan B, Plan C, etc.)
• Centralize communication and crisis decision making… Have a Unified Command Center and know who is in it.
• Timing is critical–WHEN it happens is as important as WHAT.
• Make sure all information is CREDIBLE.
• A solid race day communication system/plan is essential.
• Accept that you can’t anticipate EVERYTHING.
D’OH!Expect it once per race minimum.
“If all other contingency plans fail, we do have one final backup plan…”
CRISIS MANAGEMENTRecognize when you are in over your head.
WHAT DO YOU DO IF…? A Guide to Contingency Planning
CRISIS MANAGEMENT is the process by which an organization deals with a major unpredictable event that threatens to harm the organization, its stakeholders, or the general public. Three elements are common to most definitions of crisis: (a) a threat to the organization, (b) the element of surprise, and (c) a short decision time.
(Wikipedia 2009)
CRISIS LEADERSHIPIf all else fails, hide behind a tree!
WHAT DO YOU DO IF…? A Guide to Contingency Planning
REMEMBERDON’T PANIC!!!
WHAT DO YOU DO IF…? A Guide to Contingency Planning
THREE CORNERSTONESOF CRISIS MANAGEMENT
OPERATIONSWhat should be done immediately to solve the
crisis?
PUBLIC RELATIONSWho needs to know?How should the information be communicated?
HUMAN RELATIONSHow and when to deal with those involved?How to keep them focused on primary objectives?
MITIGATION & PREVENTION
PREPAREDNESS
RESPONSE
RECOVERY
CONTINGENCY PLANNINGAND
CRISIS MANAGEMENT
…A NEVERENDING PROCESS
PREPARATION“By failing to prepare, you are preparing to fail.”
Benjamin Franklin