Never in my life has writing about contingencies and contracts been so difficult! So many recent events—earthquakes in Mexico, more hurricanes, and just this week, the Las Vegas mass shooting—have occurred since I began drafting this that the situation is almost incomprehensible.
It would be, for me, immoral, not to note the horrors of Puerto Rico, the Virgin Islands and Mexico first. Because of the loss of life in a dramatic way, in an “ordinary” (certainly for our industry) setting in Las Vegas, we are currently more focused there. We understandably want to help the loved ones of those who died and those who were injured, of those, including hotel staff, who witnessed the carnage.
Like many of you, I woke the morning of October 2 to the stunning—amazing, isn’t it, that another major act of mass gun violence could be “stunning”?—news of the lone attacker who shot, from the 32nd floor of a major Las Vegas convention hotel, into a concert killing (at last count) 58 and physically injuring or causing the injury of many hundreds. Sadly, it is expected those numbers will increase.
The psychological injuries to many more who were there, who loved those killed or injured, emergency responders, local residents, hotel and concert workers are far greater. Immense thanks to MGM and Mandalay Bay for offering counseling to their employees. Just as I thought about the airport personnel who, on 9/11, let through those who terrorized the world, I can only imagine the pain of front desk, bell and housekeeping staffs who had contact with the shooter and how they might question themselves.
And then there’s those at the concert venue who perhaps never made emergency announcements, such as where to best exit the venue in case of disaster or violence*, because “what could possibly happen?”
Which brings us full circle, back to the original intent of this blog and sidebar: contingency planning—how it begins with destination and site selection, RFPs and the questions asked, negotiations, contracts, and written contingency and emergency plans. These last weeks would test even the best of planners.
My friend and colleague, Tyra Hilliard, Esq., Ph.D., CMP, and I have talked and continue to talk incessantly about these issues. My friend and colleague, Kelly Bagnall, Esq., and I will, on this upcoming Meetings Today webinar, talk critical contract clauses on October 25 at 1 p.m. Eastern time. In an index of Meetings Today blog posts related to risk management and contingency planning, there are many useful items, many of which also make reference to contracts. In July of this year, I wrote about the challenges laws being considered and passed posed for groups when selecting destinations.
No matter how much Kelly, Tyra Hilliard and Josh Grimes (quoted in the sidebar), and others talk about the importance of contracting and planning in other ways for contingencies, we still see how few do.
Rick Werth taught contingency planning at the MPI Institute programs years ago. He taught then, and I still teach, “people first.” Assets can be recovered; people cannot.
Thus, I wondered, first, about those who work in the hotels, restaurants and attractions—initially after Harvey struck and then after each subsequent hurricane and the two earthquakes—who had lost everything, including documentation, clothing, shelter and transportation. How could they go back to work, even if the hotels opened, when they were living temporarily not knowing what comes next?
What about the people of Puerto Rico still waiting for water and power? How can we expect them, in crisis, to serve guests living in comfort?
What support and counseling will hotels provide to their workers who want—no, need—to work but have on their minds all they have to do? I’ve been unable to learn how hotel companies in Houston and surrounding areas, in Puerto Rico, the U.S. Virgin Islands and elsewhere, have handled the physical and psychological needs of employees. It’s a question to ask in your RFP because if disaster strikes and your meeting continues, you’ll want to know. If you’re with a hotel or hotel company and reading this, contact me at FridayWithJoan@aol.com and tell me if you want it to be anonymous and I’ll post it.
If you want to discuss this issue openly, please respond in the comments below.
I know that we want, as Tyra notes in her comments in the sidebar of the newsletter, to book or hold meetings where disasters have struck so that the communities can get back on their feet, but what about the health and safety of those affected by disaster who staff, attend and exhibit at our meetings?
Ask questions internally, or if you are a consultant or other third party, of your clients, and ask more in your RFPs. Then if you practice what I say and do for clients, answers should be contracted to ensure the parties don’t wait until the last minute to deal with a crisis or potential crisis or even just to know what the policies and procedures are.
As Diane Ramos, CMP, and her association learned, once you are on-site getting ready for your event and a hurricane is approaching, knowing what steps you must take to keep people safe and the steps that are contractually—or legally—permitted, makes the next steps in contingency planning and action more in line with expectations.
What all should you consider in your contingency plan? What questions should you ask internally and in your RFPs? This is not an inclusive list, but it will hopefully give you some ideas on where to start.
1. Who attends your meetings? Who are your exhibitors? Your off-property service providers?
2. Is your company or association one directly or indirectly involved in response or infrastructure to a disaster or a crisis? If they are, what will the ability be for exhibitors and participants to attend?
3. Do participants come from areas where disaster may strike? If they decide to attend, what will you do to ensure they are able to return home quickly and safely, or shelter where the meeting is being held?
[In Las Vegas, some hotels are extending complimentary rooms for families of victims to retrieve their belongings; others are providing rooms at low cost for loved ones of those hospitalized. Several airlines, at least at first, had only waived change fees until a few days after the massacre. I hope that changed].
4. What are the conditions under which the health and safety of participants could be impacted, by say, a chemical spill? By mold from flooding? Will, like after 9/11, loved ones and companies not be willing to put others in harm’s way by attending the meeting? (Read in Diane Ramos’s comments here what they had to consider as Hurricane Irma made its way toward Florida and cancellations they began receiving).
5. What backup power is available at any venue you are using during the course of your event? How has it been tested? For how long can it last? What about water supplies? Food delivery and preparation?
6. Will the venue (especially a convention center as we have seen over and over beginning with Katrina) be a shelter for those displaced locally and for tourists and meeting-goers unable to stay in their hotels?
7. What infrastructure issues exist now in the destination? (Recommended: follow the reports from the American Society of Civil Engineers on U.S. infrastructure—which, right now, gets a grade of “D+”).
8. What will be the ability of the destination to respond to emergency infrastructure repair?
[Read more about the current situation in Puerto Rico, as reported by The Atlantic and The Hill, for one of the more tragic examples of the impact a disaster can have on infrastructure not unlike what New Orleans experienced after Hurricane Katrina with the loss of medical and emergency care facilities].
9. In what year was the facility you’re considering built? Is it up to, or beyond, code for any disaster?
10. Assuming there is one available, for what portion of a facility—and for how many days—is a generator serviceable? If the power is out for two, three or more days, what do you plan?
The list is already getting long, so let’s wind things down with a final burst of questions for venues.
11. What is your backup water supply? For how many days and for how many people are you prepared?
12. If your venue is needed for a shelter, what happens to guests already in house?
13. What are the backup plans to provide food to anyone in the facility?
14. How do you support and protect your employees?
15. If you’ve been through a flood in the last year, what was the cleanup process to ensure mold was eliminated? How can you guarantee that it actually was?
16. If the venue is placed on lockdown or those inside must shelter in place for any reason, what will the procedures be for notification? Has the venue ever dealt with this sort of situation in the past?
17. Where are the closest medical facilities? What are their contingency plans in the event of disaster?
18. Will gasoline be available and in what quantities? Does your facility have its own supply?
19. What are the multiple methods for getting people to and from airports and medical facilities? What about the methods for your staff to get to and from work and home? What if there is no gasoline available or it is rationed? What backup plans are in place for employees in that instance?
20. What will the change policies be at hotels, resorts, venues, airlines, etc., for people who must/need/want to depart early because a storm is predicted?**
**An exercise—a mini case study or tabletop exercise—I use to teach risk management begins “Two days from the main arrival for your meeting, storms are predicted.” It asks a few simple questions, beginning with “what are your assumptions?” For years, in each group, the assumptions have been that the storms are snow; are not in the area of the meeting; that there will be no problems moving forward. The reality in today’s world of mergers and acquisitions is that airlines are far more cautious with their equipment and crews, and will pull them before disaster strikes in order to avoid catastrophe.
The questions planners should be asking and that hotels and other venues should be prepared to answer are far greater in depth than most ask or consider when it comes to selecting destinations. And here’s the catch-22: in recent days, I’ve received numerous emails to book meetings in Puerto Rico just as I did for Houston because what can help an area recover better than business returning, they ask.
I concur—we need to help those in need get on their feet while we plan (in writing) for the worst. Once a hurricane is predicted, it may be too late to change plans or to move people out of harm’s way or to determine when force majeure kicks in for stopping a meeting or when force majeure can be applied to a meeting that continues but with fewer people because of a prediction of or an actual event.
Help the industry and our colleagues by adding your own questions and thoughts in the comments below. Tell us of your experiences—personal and professional—as you dealt with a crisis.
Only by sharing can we become stronger at contingency planning.
RIGHT NOW! Just as we always say “it couldn’t happen here”, it has—in multiple places in the U.S., Mexico and nearby islands, some U.S. territories, for natural disasters, and in a major convention city, a person-made crisis. If you have contracts in place, go back and ask questions and if appropriate, negotiate and write an addendum to your contracts that cover how contingencies and disasters will be handled. Write the contingency plan you’ve sworn you’d get around to but haven’t. And whether your meeting is in a “disaster prone” area, consider deeply that a disaster can strike anywhere.
Editors' Note: The views expressed by contributing bloggers are their own and do not necessarily reflect the opinions of Meetings Today or its parent company.
Additionally, the information provided within the Meetings Today Blog is done so with the understanding that the writers are not engaged in rendering legal, accounting or other professional services or advice through the distribution of the content. If expert assistance is required, the services of a professional should be sought and contracted.
*My “forever” gratitude to Debbie Williams who, at the time we met and when I learned from her, worked for Microsoft. She, by example, showed me how to get on a stage in front of thousands and do her “flight attendant routine” of announcing emergency procedures and exits. Christie Hicks, once with Starwood and a past chair of the PCMA Foundation, your words to me as you exited and I entered the stage on the night I was honored by the PCMA Foundation for lifetime achievement as an educator, still stay with me and I swear, I’ll always do emergency announcements even if I’m being honored.
I hope others plan for and begin to do so at every event!
Click here to view additional content in the 10.06.17 Friday With Joan newsletter.
Posted by Joan L. Eisenstodt
Follow Joan on Twitter: @joaneisenstodt
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