1. CHAPTER 9 DISCUSSION QUESTIONS
1) What % of all accident deaths in the U.S. do slip-&-fall
accidents 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 risk
management?
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 management
plan?
7) What does SOP stand for?

2. FROM AN EVENT MANAGEMENT & SECURITY
STANDPOINT, 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 GOAL
TO REDUCE THOSE RISKS THAT CONTRIBUTE TO BODILY INJURIES &/
OR MONETARY LOSSES WHILE EFFECTIVELY MANAGING A SPORT
FACILITY.

7. •SPORT & RECREATION MANAGERS MUST BE AWARE OF THE
POTENTIAL FOR:
1) INJURY
2) LOSS
•LOSS:
1) PHYSICAL:
-VANDALISM, THEFT, POORLY WRITTEN CONTRACTS
2) FINANCIAL:
-LAWSUITS
•RISK MANAGEMENT DOES NOT SEEK TO ELIMINATE ALL RISKS, BUT
RATHER MINIMIZE THE INHEREANT & NEGLIGENT RISKS WITHIN
ACTIVITIES & SERVICES.

8. ALL FACILITIES NEED TO CONTROL 2 TYPES OF ACCESS:
3) TO THE FACILITY
4) 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.

10. THE MAIN WAY TO CONTROL ACCESS INTO THE FACILITY
IS THROUGH CREDENTIALS.
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11. THERE ARE 2 MAIN WAYS TO CONTROL ACCESS
WITHIN THE FACILITY.

12. HORIZONTAL CIRCULATION CONTROL
-COMMON METHOD FOR MANAGING ACCESS TO
DIFFERENT PARTS OF A FACILITY WHEN THERE IS A NEED
TO SEPARATE AREAS ON THE SAME FLOOR.

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

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

15. D.I.M. PROCESS
•A TOOL USED TO DEVELOP AN EFFECTIVE RISK
MANAGEMENT PROGRAM.
•SHOULD BE USED AS AN ANTICIPATORY TECHNIQUE, NOT
A REACTIONARY PROCEDURE.
-PROACTIVE VS REACTIVE
•IF USED PROPERLY, THE PROCESS WILL HELP AN
ORGANIZATION DECREASE THE CHANCE OF LITIGATION.

16. •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.

17. WHY IS CRISIS MANAGEMENT IMPORTANT TO THE
RECREATION OR SPORT MANAGER?
CRISIS:
-A SUDDEN SITUATION THAT THREATENS AN
ORGANIZATION’S ABILITY TO SURVIVE.
-ON A DAILY BASIS, THE RESCREATION/SPORT MANAGER
IS CONFRONTED WITH SITUATIONS THAT, IF NOT DEALT
WITH PROPERLY, CAN ESCALATE INTO CRISES.
-IN MANY CRISIS SITUATIONS, THERE IS NO PLAN FOR
HOW TO RESOLVE THE CRISIS.

18. COMMON CHARACTERISTICS OF CRISES
3) THEY ARE NEGATIVE
4) THEY CAN CREATE IMPROPER OR DISTORTED
PERCEPTIONS.
5) THEY ARE DISRUPTIVE TO THE ORGANIZATION.
6) THEY TYPICALLY TAKE THE ORGANIZATION BY
SURPRISE.

19. CRISIS MANAGEMENT PLAN (CMP)
-ASSISTS AN ORGANIZATION IN THE EVENT OF AN ACTUAL
CRISIS.
-FIRES, FLOODS, POWER OUTAGES, BOMB THREATS
-FOCUSES ON ALLOWING THE ORGANIZATION TO ACHIEVE
ITS MISSION UNDER EXTRAORDINARY CIRCUMSTANCES.
-ESPECIALLY IMPORTANT FOR SMALLER ORGANIZATIONS
BECAUSE THEY HAVE FEWER RESOURCES TO DRAW
FROM WHEN A CRISIS ERUPTS.

20. ACTION PLAN
-A DOCUMENT THAT DETAILS CAREFULLY CONSIDERED
COURSES OF ACTION.
-ANSWERS THE QUESTION: “WHAT WILL WE DO IF A
CRISIS OCCURS?”
-IDENTIFIES ALL RESOURCES THAT MAY BE NEEDED IN
EACH CRISIS SITUATION.

21. CRISIS MANAGEMENT MANUAL
-SHOULD ADDRESS THE MOST LIKELY CRISES AN
ORGANIZATION MAY FACE & SUGGEST METHODS FOR
HANDLING THOSE CRISES.
-SERVES AS A CHECKLIST OF WHAT TO DO WHEN & WHOM
TO CONTACT WHEN A CRISIS OCCURS.

22. CRISIS RESPONSE TEAM
-A TEAM FORMED TO COORDINATE AN ORGANIZATION’S
RESPONSE TO CRISIS.
-NEEDS TO BE FORMED & TRAINED BEFORE A CRISIS
OCCURS.
-TRAINING ALLOWS TEAM MEMBERS TO REACT
MORE CLAMLY, EFFECTIVELY, & EFFICIENTLY.
-MEMBERS OF THE TEAM WILL VARY DEPENDING ON:
-SIZE OF ORGANIZATION.
-PRODUCTS/SERVICES OFFERED BY ORGANIZATION.
-LIKELY SOURCES OF ORGANIZATIONAL CRISES.

23. PROPER CRISIS COMMUNICATION
-COMMUNICATION: KEY TO HANDLING A CRISIS.
-THE FIVE C’S OF CRISIS COMMUNICATION:
5) CARE
6) COMMITMENT
7) CONSISTENCY
8) COHERENCE
9) CLARITY