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International Congress and Convention Association
Secure Event Management
Advice and checklists for better protected international meetings
ICCA Intelligence
Content
Prepared for any event
COPE is a new certification system for the event industry rewarding a heightened level of preparedness through implementing a set of standards covering all aspects of safety & security, improved routines, information and logistic preparation: from the pre-planning of the event to the post-event. Vendors that live up to all standards receive a COPE certificate as proof of their heightened preparedness. Neither the vendor nor a COPE certificate can prevent unexpected things from happening – but with COPE the venue staff will be trained to handle any given situation.
Even when the smallest details are planned and everyone knows what is on the agenda, unexpected things can still happen. Every large company has security procedures with rules, restrictions and a Plan B, but when an event is held outside the office, it is easy to lose control of security and the preclusion of it. Even though the fear of information leakage is top of mind, companies at external venues usually just cross their fingers and hope for the best. How can companies feel as secure outside their office as they do in-house?
COPE certification is timesaving and cost-efficient for the venue as well as for the event owner. It makes the venue more attractive on the market, and with COPE certified suppliers the venues are able to ensure the event owners an even more flawless execution of an event. COPE certification replaces uncertainty with certainty, and allows conference guests to concentrate on work rather than security.
About Insurex
Combining a unique level of insurance expertise with an in-depth understanding of the events and hospitality industry, Insurex Expo-Sure has pioneered a range of insurance products for companies involved in organising, attending or hosting such events.
As well as providing financial protection against losses, Insurex Expo-Sure draws on a wealth of industry experience to assist in ensuring that events happen in the way that you would wish them. From helping organisers during industrial disputes to providing alternative venues and transport facilities, Insurex Expo-Sure isn’t just there when things go wrong - they’re there to help make them right.
01 The world has changed
02 How can this document help you?
02 Step by step actions to maximise the effectiveness of this document
03 What happens if....?
04 Risks and Potential Damage
05 The Process
Checklists - General Preparedness
06 Procurement stage
07 Event co-ordination
07 Site inspection
07 Pre event
08 During event
08 Post event
09 Insurance checklist for organisers
Communication and reporting issues
10 Procurement stage
11 During the performance of the event
Secure Event Management
l There has never been a greater need for quality assurance systems to minimize risk and prevent accidents.
l The global business climate and environment has become tougher and more demanding. High profile incidents have lifted this subject to the top of boards’ and directors’ agendas.
l There has never been more time-pressure in companies and associations. Systems and procedures which can save time and prevent mistakes and oversights are a top priority.
l Complex communication channels and supplier networks have made the risk of communication error higher than ever. Swift staff turnover make clear policies and plans an absolute necessity.
l Events themselves have never been more complex, with numerous decision makers, decision-making parameters, and participating stakeholders. How can you ensure that risk and safety are integrated into this mix?
l The worldwide media covers disasters 24 hours a day, seven days a week. A realistic plan for coping with the PR impact of problems is vital.
l A vast range of different factors can dissuade delegates from attending your events: infectious diseases such as SARS, fear of terrorism, rumours of danger: do you have a plan to reassure them?
l Meetings have never been more important for a company or association’s strategic development. Evaluating the real risk of not holding a meeting goes well beyond calculating simple event income and expenditure.
l Business cycles and product life cycles are both getting shorter, whilst the rate of new scientific discoveries is speeding up, increasing both the demand for meetings and the pressure to deliver the most up-to-date knowledge. At the same time, issues of confidentiality and protection of intellectual property need to be fully respected.
All of these reasons and many more besides have led us to create this new document for international meeting planners. Checklists do not eliminate risk, but you can reduce the number of risks to a manageable level and raise awareness throughout your organisation and amongst your suppliers and partners. Security and risk today permeate all aspects of international events, including pre-event planning and post-event follow up and communication, so a comprehensive and systematic approach is essential for success.
This document provides only the initial framework for running a secure event. More detailed checklists and professional advice on all aspects of venue and event planning and management can be obtained from:
COPE InternationalBox 494201 24 MalmöSwedenPhone: +46 40 98 41 50www.copeworld.com
For personalised insurance advice, contact specialist events insurer:
Insurex Expo-SureThe Pantiles House, 2 Nevill StreetRoyal Tunbridge Wells, Kent TN2 5TTUnited KingdomPhone: +44 1892 511500Fax: +44 1892 548731Email: [email protected]
The world has changed...
01
How can this document help you?
l Match your organisation’s priorities against a checklist of actions, to create your own event preparedness plan.
l Create measurable targets for the results you want to achieve, as a first step towards a comprehensive quality assurance system.
l Identify risks early and build in a process for alerting your key players before the risk turns into a problem.
l Help your partners and suppliers to deliver optimal performance by making them aware of your safety and security requirements from the earliest procurement stage to post-event evaluation.
l Create safety work plans for each staff member, and give your directors or Board a reporting framework that keep them informed about risk issues.
l Build a management overview of all the areas of risk and safety serviced by two-way communication channels.
l Avoid unnecessary expenditure caused by last- minute security add-ons; ensure all quotations include adequate provision for this.
l Create “what if?” scenarios to plan your response should potential risks occur.
Step by step actions to maximise the effectiveness of this document
l Go through the checklists and select the points that are most important for your organisation and event. Involve your executive management and the personnel responsible for security when deciding on the points that are important to you. The checklists have been written in the form of required actions: it is up to you to decide which ones to include or not, or to amend the wording to meet your needs.
l Index the checklist points: are they mandatory or voluntary; high or low priority; which individual is responsible for which item.
l Draw up a detailed procurement and event planning process which incorporates your checklist.
l Where your checklist requires suppliers or partners to provide information to you, ensure there is a process for monitoring both when this is received, and whether it is adequate in terms of relevance and detail.
l Explain clearly to your suppliers and partners why your organisation is insisting on these processes and information requirements, so they understand the rationale for providing them. Ensure that they have passed this message down to sub-contractors or other involved third parties.
02
Prevention is better than
cure
What happens if you haven’t been preventive enough and an accident happens and the cure will cost you very much more? What happens if the hotel/venue management tell others that you probably are going to have your next event at their destination or venue, without your approval?
What happens if not all suppliers involved have an updated programme, time schedule and/or contact information when the event starts and this causes a logistic collapse with encompassing delays and disturbances?
What happens if someone delivers a parcel to your guest- or meeting room without your approval and it contain something that might danger your or your delegate’s safety?
What happens if the lists of all your participating delegates lay around with easy access for any unauthorized person to use for criminal or terrorist activities?
What happens if security guards aren’t familiar with staff name badges and persons with any name badge can enter into the premises?
What happens if your meeting room during lunch hasn’t been correctly locked after maintenance/cleaning have been inside to fill up water or doing maintenance when you having sensitive material/notes /login?
What happens if your waste material hasn’t been properly taken care of to protect any written information on the underlying papers and media finds the confidential information and use it for an article?
It is better to “think the unthinkable” during the planning stage of an event than to face an unexpected disaster during the event itself!
What happens if....?
Are you prepared to handle certain situations? Below you will find some examples on - What happens if…
03
We advise all event planners to devote sufficient time to consider the consequences of a failure in their risk and recovery preparation, and to ask themselves, “what happens if……?”
What happens if a delegate suffers injury, loses confidential information, or is robbed as a direct result of inadequate preventative measures?
What happens if there is inadequate medical equipment on site when a delegate suffers a heart attack because no-one checked what the venue supplied as standard?
What happens if you select a venue whose staff have not been given adequate security training?
What happens if you haven’t told your suppliers which information about your event is confidential and what can be reported to the media?
What happens if everyone associated with the event thinks that security is being handled by somebody else?
What happens if suppliers’ staff don’t know who is authorised to make emergency and last minute changes to the programme?
What happens if there is no prearranged plan for dealing with a bomb threat?
What happens if unauthorised persons gain access to the event?
What happens if an accident occurs, that you could have prevented by doing your appropriate Event Risk and Threat Assessment prior the event?
What happens if, the staffs hasn’t been trained or have clear standards how to handle an emergency situation, when an accident occurs?
What happens if you always think that security is someone else’s responsibility and an accident happens and it turns out to be you responsibility as event owner to make sure that all has been carried for?
What happens if the hotel/venue have easels in lobby presenting i.e. X company board and strategy meeting 2005 when the programme for the meeting has been declared confidential and now being exposed to industrial espionage or activist’s action because they now know where to strike?
Risks and Potential Damage
q No delegate identity protection procedures implemented – Possible damage: exposure of information revealing where potentially at-risk delegates are accommodated (eg nationalities under current terrorist threat; VIP’s).
q Event or client information on easels or electronic screens without client’s approval – Possible damage: intrusion of non-authorised personnel; industrial espionage; protest activity.
q No security protection/procedures regarding internet registration site – Possible damage: intrusion; theft or manipulation of delegate information; protest activity.
q Exposure of client identity without approval from client – Possible damage: risk of cancellation by client; strategic damage to client-supplier relationship.
q No permanent security standards implemented – Possible damage: confusion by staff relating to delivery of specific client requirements.
q Inadequate staff security training – Possible damage: no understanding how to evaluate exposure to risks and how to act in response to risky situations.
q Non-English speaking security personnel at venue/hotel/etc – Possible damage: comprehension, monitoring problems.
q No appointed Crisis Command Centre – Possible damage: in emergency situations there is no place from which to operate and coordinate a rescue/recovery operation.
q No baggage handling procedures – Possible damage: theft of valuable items; loss of essential equipment; legal action from delegates/exhibitors suffering losses.
q No guest or meeting room entry procedures - Possible damage: unauthorized persons gaining entry into guest or meeting rooms for theft or espionage.
q No contingency plans – Possible damage: failure to respond adequately or in time to an emergency situation.
q No waste disposal plan – Possible damage: confidential materials/information leaked to media or competitors.
q Inexperienced media coordinators – Possible damage: damaging press reports; failure to deliver key messages; cancellations by delegates.
q No media back-up personnel – Possible damage: lack of consistency in key messages; damaging press reports.
q No specified entrance rules for media/press to the grounds– Possible damage: loss of control over key messages; unauthorised/early release of critical information.
q Not official communication strategy – Possible damage: different messages by organiser and suppliers; loss of control over key messages.
q Information leakage by eg hotel staff – Possible damage: confidential or misleading information disseminated to media or competitors of client; identification of where at-risk delegates are staying.
q Media intrusion – Possible damage: inappropriate or inaccurate information disseminated on confidential matters.
q No medical or infectious disease procedures implemented – Possible damage: spreading of infectious diseases or reduced ability to deal with medical emergencies.
q No doctor present 24 hours – Possible damage: reduced ability to deal with medical emergencies.
q Insufficient medical equipment available – Possible damage: reduced ability to deal with medical emergencies.
q Staff not trained to handle infectious disease risks – Possible damage: No opportunity to reduce the spread of infectious diseases.
q Involved suppliers not all given the same programme/instructions – Possible damage: inadequate logistics and poor timing of critical components of the event.
q No contact person list available – Possible damage: lost opportunities to correct mistakes or to coordinate adequate responses.
q No key contact person appointed for each supplier – Possible damage: confusion in lines of communication; difficulties finding decision makers in critical situations.
q No pre-arranged communication procedures between all parties – Possible damage: confusion and lack of opportunity to make corrections; lack of evidence in case of liability discussions.
04
The Process
05
Checklist - General Preparedness
q Confidentiality – Keep the identity of the enquiry confidential. The supplier shall confirm that the enquiry is confidential until receipt of a written release by event organiser.
q Preferred supplier analysis – Go through your internal checklist over prioritized criteria for selecting suppliers and venues. Confirm the supplier’s capacity to fulfil meeting objectives. q Medical support plan – The supplier shall provide summary information on their medical support plan. This should include defined medical support services such as Paramedics, Doctors and Nurses on or off site etc.
q Security manager – Those responsible for security for each supplier shall be able to communicate with your security representative(s). Ability to communicate in English is essential.
q Equipment lists – The supplier shall send a list of relevant equipment provided in English. The supplier should confirm that personnel using equipment are qualified to do so.
q Security procedures - The supplier shall provide detailed security procedures for all areas of operation in English on request by event organiser.
q Crisis Management Support - The supplier shall provide a specification covering where they have assigned their Crisis Command/Operation Control Centre.
q Crisis Management Support – The supplier shall list the equipment available at their assigned Crisis Command Centre.
q Contingency plans - The supplier shall provide a detailed contingency plan in English on request by event organiser.
q Reference list – The supplier shall present references of similar events on request, and authorise the event organiser to contact past clients.
q Local logistics - The supplier shall present a logistics chart showing distances between key venues and service providers in the destination.
q Logistics in reality - The supplier shall present a chart showing real journey times at different times of the day/night and with different type of vehicles. eg. 08.00 a.m. with bus, mini-bus, taxi.
q Insurance - The supplier shall present a list of insurance coverage held (NB see separate check-list on insurance).
q Valid insurances - The supplier shall present a copy of valid insurance policy certificates.
q Security standards - The supplier shall state if they have a system with security and safety standards that are permanently applied by their organisation.
q Security standards performance audit – Check that the supplier has regular audits on the implemented permanent standards.
q Training and Competence – Check that the supplier’s staff have regular training in security and safety related matters.
q Media protection plan – Request plans that suppliers and partners have in place to deal with media in the event of disasters etc. Clarify how you want your event to be handled regarding general media enquiries.
q Confidentiality assurance throughout the supply chain – Inform your head suppliers that they and all involved sub-suppliers and partners must respect your confidentiality policy regarding the event, your organisation and/or participants.
q Quality assurance systems - The supplier shall present all available information regarding any quality systems they and their sub suppliers are certified with. eg. ISO 9000, 14000, COPE etc.
q Liability – Define your supplier’s range of liabilities towards you and the liability their key suppliers have to your and them in case of damage.
q Legal status – Request that suppliers confirm their standing in their business community (eg local chamber of commerce membership; membership of professional and trade association(s), eg ICCA)
q Events in conflict with your event – Request information on any events in potential conflict with your event, in terms of content, overlapping timeframe, or adjacent occupation of meeting space. Specify if you require solo use of venues.
06
Actioned by
Procurement stage
Event Co-ordination
q Contact information – Request a complete contact list of all responsible persons for all involved suppliers. Identify coordinators and lead managers, and all those with responsibility for specific safety issues.
q Synchronized agendas – Make sure there is one person responsible for establishing a detailed time chart for the whole programme. Ensure all parties receive this information (PCO to coordinate?).
q Diary specification – Should indicate each event/action and time and the responsible performer/person and back-up person.
q Seamless operations - Ask your PCO or event project manager to confirm that all involved suppliers have been informed who to contact regarding each specific issue.
Site inspectionq Vendors meeting – Your destination key supplier (eg local convention bureau) should establish meeting(s) with all involved parties. Security should be on every meeting’s agenda.
q Confidentiality Agreement - Make sure that all attending suppliers have signed a confidentiality agreement regarding the event and organisation planning the event, including the event content, programme, delegates, spending etc. prior the meetings on site.
q Site availability – make sure that all sites to be visited are available or that you are notified in advance of any sites which cannot be visited.
q Vendor attendees report– make sure that all invited suppliers will be attending the meeting or obtain a notification in advance if they will not be available.
q Security contacts – make sure that your supplier’s and your key sub supplier’s senior security personnel are attending your key meeting or at a separate meeting where you can present your security requirements.
q Contingency plans – Ensure your PCO or event manager establishes a contingency plan and collects contingency plans from their sub-suppliers.
Pre eventq Trial run – Go through a “soft run” of the event to test logistics, preparedness for unexpected errors, ability to launch back-up plans, contingency plan check, equipment list check etc. against your programme and adjust.
q Up-dated event programme – Establish an up-dated event programme with time, action, person responsible and back-up plan. q Pre convention meeting – All your involved suppliers to have a meeting regarding all aspects of the event. E.g. security, safety, logistics, communication, VIP’s, timeframe, back-up plans etc.
q Liability and insurance control – Get valid insurance documents and liability agreements regarding the finalized programme/content.
q Contingency plan check – Go through the contingency plan with all involved suppliers.
q Establish an amendment guidebook – Specify the responsibilities for the PCO in changing any significant aspects of the event programme or security related issues.
q Deviation and incident priority list – Create a document which specifies the information on certain issues/ incidents about which you want to be informed and receive a report.
q VIP information programme – Establish a specific VIP treatment document. Specify the VIP procedures and VIP delegate name list. Include photos of each VIP to avoid misunderstandings.
q VIP list confidentiality – Ensure all persons dealing with or receiving information about VIPs to sign confidentiality agreement and inform them about all restrictions on communication.
q Waste material procedures – Request your suppliers and sub-suppliers provide their routine policy for disposal of waste material. E.g. Meeting notes, delegates name lists, rooming lists etc. Ensure changes are made to meet your confidentiality objectives.
q Media contacts – Appoint a media representative for media contacts. Communicate policy both internally and to all suppliers regarding who is permitted to deal with media on your organisation’s behalf.
q Crisis Command Centre – Make sure that e assigned Crisis Command Centre is available and operational if needed.
07
Actioned by
During event
q Contingency plan check – Go through the contingency plan with all involved suppliers.
q Event pocket handbook – Receive confirmed information that all involved suppliers have the same up-dated version of the event programme.
q Contact list – Make sure that all involved staff have an updated (with date of most recent update) contact list with those responsible for key areas and their back-up persons, specifying decision makers and areas of responsibility.
q Waste material control – Obtain a confirmation that the implemented waste material disposal procedure is in place.
q Pre-con meeting – make sure that, prior each day’s activities, a pre-con meeting takes place with the involved suppliers and your team leaders.
q Daily re-cap – A re-cap meeting between your PCO, suppliers and sub-suppliers daily to evaluate mistakes and accidents and to adjust for enhanced performance the following day.
q Reports on amendments in programme – Receive a report on all amendments and performance changes that have been agreed.
q Reported deviations from the amendments – Request a report on all major deviations/errors/ damages that have occurred during the day or event.
q Operational function check – Request a report daily that all departments and responsible persons are aware of the up-dated programme.
q VIP information programme – Establish a specific updated VIP treatment document. Specify the VIP procedures and VIP delegate name list. Include photos of VIPs to avoid misunderstandings.
q VIP list confidentiality – Have all person receiving information on VIP to sign the confidentiality agreement.
q Media responsible – Update the appointed media representative regarding information that can be published, and allocated media spokespersons.
Post event
q Information handling – Set out in writing what information regarding the event is confidential and what can’t be published without approval from your organisation.
q Information handling procedures – Ask suppliers for their standard procedures regarding communication about past events. q Follow-up meeting – Go through the completed event with the e.g. PCO, Convention Bureau (if applicable) and other involved suppliers to produce an assessment regarding the fulfilment of general event objectives and overall performance by each supplier.
q Deviations – Audit the delivery of itemised services against the original specifications and agreed amendments.
q Deviations report – Produce written report on deviations between specified services and delivery, for suppliers to improve future performance, and for your organisation to improve future events.
q Finance report – Establish a report on financial deviations between the agreed and delivered services and specify any changes required to invoices or credit notes.
q Finance refund – Establish an agreed refund protocol and policy.
q Document storage restrictions – Establish if and how suppliers are holding documents and financial records relating to your event. Draw up policy relating to this.
q Storage instructions – Give specific instructions how you want your material to be stored throughout the value chain and for what period of time.
08
Actioned by
q Consider Risk before a Claim - Risk is always present so check the risk before you commit to the Event. No point leaving the consideration of the risk until after a claim occurs.
q Risk Analysis First, not Second - Consider the risk before you make too many decisions. these risks need to be insured early.Second place will damage the Event, unless adequate insurance taken out. Once analyised you can then consider the insurance cover needed.
q Pre-Event Analysis - Always analyse the risk before the event is a reality. It is too late to consider once an incident occurs. Remember, a problem is usually solved if you react quickly. Now is the time to think of the Insurance protection you need.
q Contracts - Check Venue contracts carefully. Ensure you protect your rights against the Sub Contractors, Exhibitors, Delegates, Sponsors and Advertisers. If it goes wrong then any ambiguity may fall against you. Assess the extent of the liabilities imposed on you by the Venue, in particular, and pass onto the Exhibitors,Sub-Contractors and Delegates all responsibilities where appropriate.
q Consider the type of Insurance needed e.g. a) Cancellation, Abandonment, Curtailment or Postponement of the Event, Non Appearance of Speakers or inability to breakdown Event and exit Venue. Any additional Penalties imposed by the Venue e.g. Liquidated Damages for non fulfilment of the Event.
b) Loss or damage to your own property or property where you are liable
c) Employers Liability to cover your legal responsibility to your employees if they are injured, contract an industrial disease or killed in your employ. The rules depend on the Country of the Event.
d) Public Liability covers you if a Third Party , e.g. a visitor or delegate is injured or killed due to your negligence. Check your Venue contract for the extra responsibilities imposed on you. The Insurance covers the defence costs as well as damages. e) Products Liability when you supply food, drink or goods which are defective and cause illness, injury or death to Third parties.
f) Money at the Venue or in Transit to and from the Bank should be insured based on the total amount carried at any one time.
g) Travel Insurance is needed if your directors and staff travel outside their country of domicile.
h) Professional Liability to protect against you or your staff giving the client, or any other party, faulty information or advice. The Third Party can claim if they are injured or suffer a loss. It also protects against the costly defence costs.
i) Directors and Officers cover is essential where the actions of one or more of Directors or Officers employed by you make mistakes which affect the rest of the Directors or Officers. Substantial fines can be imposed on all of the Directors or Officers as well as those causing the problem.
Note: your business trading insurance are NOT designed to insure Events. A specialist Insurance is recommended.
q Consider the Insurance Options - The options depend on the type of Event, Venue, time of year e.g.
a) Is Event in a permanent venue. External Events or those held in the open are vulnerable to weather conditions?
b) Is Event vulnerable to the loss of speaker(s) or entertainers? What is the effect if they are severely delayed.
c) Is Event in a Territory vulnerable to the disruption of the flow of delegates, paying visitors etc. Air traffic Control Strikes are a real possibility.
d) Is Event timings critical e.g. Charter flight lost if delayed departure
e) Is Event to be held in a Country with known problems or history e.g. Terrorist attacks in the past or possible in the future, known to have a history of strikes/power failures/vulnerable to SARS or other disease outbreaks etc.
q Claims Culture - Claims culture is spreading around the World. Ensure you take out Legal Liability Insurance in case you negligently injure or kill a Third Party or damage their property. You may be “innocent” but the cost of defence can be crippling. Courts awards are not always correct.
q Blame Culture - People these days do not accept responsibility and all too often blame others. Legal Liability Insurance protects your legal liability plus defence costs if you are sued by an injured party, their dependents guardians. The owner of damaged property will also sue for damages. even if you think you are not responsible.
q Contingency Plans - Ensure you have enough capital in reserve to protect against the unexpected.
q IMPORTANT. 70% of Event accidents occur due to simple slippage or tripping at or near the Venue. Always check the site before the public is allowed to enter the Venue.Be vigilant, be pro-active and constantly appraise the risks of the Event. Think SMALL, think BIG and think AGAIN, about the risks.
09
Insurance Checklist for Organisers
Actioned by
Discussion of communication issues during the pre-contract stage will help to determine which suppliers have processes for reporting and feeding back important information that best meet your organisation’s needs. Clarifying your requirements at an early stage will assist in minimising future misunderstandings, and will make information exchange more efficient at all stages of event planning, preparation and execution.
1. Feedback system: identify standard client feedback routines/procedures for all suppliers.
2. Communication contact: ask each supplier to appoint one person to handle feedback procedures, and to designate a back-up person to contact in the absence of the key individual: i. During procurement stage ii. During the event
3. Communication methodology plan: How does each supplier plan to communicate confirmations of assignments/activities, amendments, errors, damages, etc. Identify what systems (if any) are in place to communicate with the following :
i. Internal co-workers
ii. Sub-contracted suppliers
iii. Clients
iv. Relevant associations & organisations
v. Press (local/national/international vi. Convention Bureau or local tourist board
vii. Government (local/national)
4. Communication methodology: Specify each supplier’s planned channel of communication for specific functions (eg when does an agreed change to the event need to be confirmed by a signed letter, when will an email or phone call be sufficient?).
i. Email
ii. Telephone
iii. Telefax
iv. Letter
v. Verbal
vi. Secure equipment
vii. Etc
Communication and Reporting Issues
Procurement stage Issues which can be clarified before contracting with suppliers
10
5. Communication procedures: Ensure each supplier has a feedback/communication system that clearly sets out processes and procedures during event planning and execution, and communicates any deviations from programme/plans:
i. Identify reporting lines. ii. Identify critical time
considerations (eg which event details have to take place by specific times; where there is more flexibility) and monitor deviations.
iii. Identify and agree speed of response issues (eg the time required to respond to an urgent email; eg the time required to update a contract)
6. Communication plan for event: clarify how suppliers will communicate during the event, including different methodologies for different situations:
i. Instructions to staff; sub-contractors; delegates; client
ii. Amendments to programme
1. Made by supplier
2. Made by planner/client
iii. Errors occurring during event
iv. Security related errors
v. Threats
vi. Delegate accident or injury
vii. Etc
7. Classified information plan: confirm suppliers have a system that covers how to handle sensitive and confidential information (internally amongst supplier staff; with sub- contractors; with local partners such as convention bureau; with media and other third parties) and that it corresponds with your requirements.
Time is the most precious resource when an event is underway: making sure that procedures and plans are in place can help to identify potential emergencies, enable the planner to make essential changes, and keeps all the involved parties aware of what is required. Meeting planners will have more time to make informed decisions and can avoid panic responses. In today’s complex event environment this has never been more important.
1. Communication procedures during the event: Confirm there is a written communication plan involving all relevant parties, and that all parties have been informed about the plan.
2. Event time plan checklist: Set out each activity, time and duration of activity, person responsible, reporting needs.
3. Report on amendments: Produce a communication plan that covers all type of amendments that need to be reported. Identify what needs to be reported immediately and what can be reported after the event.
4. Report on errors and deviations: Produce a communication plan that covers all errors and deviations from plan that happened during each element of the event.
5. Report on damages/injuries: Produce a communication plan that covers all damages/injuries that occurred during each element of the event.
COPYRIGHT
International meeting planners may reproduce all or part of this document for use in their internal materials related to the planning of their meetings. All reproduction of materials contained in this document should acknowledge ICCA and COPE as the source, along with a website reference for readers to access the original full document. Any reproduction of the material on insurance should acknowledge ICCA, COPE and Insurex Expo-Sure as the source. Reproduction for wider publication or for commercial use is strictly prohibited without the express prior permission from ICCA and COPE.
11
LIABILITY
The ICCA/COPE Secure Event Management document is a set of introductory guidelines designed to help organisers improve the preparedness of their events and their awareness of security issues, and as such ICCA and COPE cannot be held liable for any claims or legal charges relating to incidents or omissions in event security and/or safety incurred by readers/users of the document, their business suppliers or partners, or other third parties. Responsibility and liability for all security and safety matters resides with the event planner and their contracted suppliers.
15 April 2005
During the performance of the event
