THE FACILITY DOCTORS Co-Editors: Dr. Kimberly Mahoney & Prof. Gil Fried
Question: every facility, how can a facility maintain a state of readiness?
Submitted By: Frank Russo, Executive Vice President, Business Development and Client Relations, Spectra
Response By: environment at facilities think they are ready, but are they really ready? To consider this in another context, imagine you are concerned about - - remember to call 911? These are all issues that occur on a regular basis. So how could you properly prepare your home…and returning to our question, your facility? Malcolm Gladwell famously espoused the theory that 10,000 hours
of deliberate practice can create experts. Thus, should facilities prac- - - structures such as tennis, chess, or classical music. Unfortunately, the possible emergencies that could occur in a facility are almost endless. The potential issues are so diverse that it is virtually impossible for venue management to address them all and still actually put on events. So, what can you do? the Israeli army. Almost all Israelis have a mandatory army obligation that lasts three years for men and two years for women. Thus, they based on their skills and interests. Of course, most soldiers want to be in the most elite and prestigious units due to growth potential and networking opportunities (the same is true for many event personnel). Training is grueling and lasts for months. Soldiers are trained in every- - and teaching soldiers to think for themselves. In fact, Israeli soldiers are known for their ability to share their opinions and perspective with superiors…probably more so than any other army. This works because dictate that their soldiers undertake an attack, rather they help lead the charge. They are part of the team. This is the relationship and atmosphere a facility executive should try to foster…ongoing training in applied areas with everyone able to raise concerns or strategies to
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- tation of a continuous training approach with active simulations, and discussion regarding results of each training exercise with everyone involved so they know what does and doesn’t work. Always ask for feedback. speak up.
• Consider commonly overlooked areas, such as protection of HVAC intakes and monitoring of personal transportation systems. Attackers will normally try to attack the weakest point and the best security sys- tem can be compromised by lack of attention to the smallest detail. can be compromised by someone leaving a door open after stepping outside to smoke. • Throw away the policies and procedures manuals. Not literally, but we can’t presume that’s all we need to protect us. While they can be an integral part of the training and preparation process, their value decreases when they are not treated as a living document or worse, drawer to gather dust. and your personnel. Lengthy training programs have lost favor with - - tions, and live action drills. if the army tried to cut expenses by reducing training from six months to three months. One mass training at the start of a season can provide good background information, but will not create a seamless team ca- pable of responding to any emergency that might occur. local law enforcement, etc. It is critical to establish a chain of com- mand to clearly communicate who is in charge during potential emer- gency scenarios.
There is no simple solution or single correct answer. It is impossible to make a facility perfectly safe, but readiness starts with a purposefully the ultimate goal of any facility preparedness program should be, in the immortal words of John Candy in the movie Stripes, to create “a FM
Kim Mahoney, Ph.D., is assistant professor in the college of business sport manage- ment department, and Gil Fried, J.D., is professor – chair in the college of business
We need your assistance! What topics or issues would you like to see addressed in future col- other faculty, or industry professionals that teach.
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