Tag Archives: Events Industry Council

International Women’s Day: Moving the Industry Forward

Original post Meetings Today Blog

“I myself have never been able to find out precisely what feminism is: I only know that people call me a feminist whenever I express sentiments that differentiate me from a doormat.” – Rebecca West (1892 – 1983), author and journalist.

Each time I’ve asked women in our industry if they consider themselves feminists they hesitate. Not all of them—but enough and in different age cohorts that I think there is a fear of being a strong woman, showing you are a strong woman, and identifying as a feminist.

All my life I’ve known women who worked in and outside the home.

Women who work outside the home are known to work far more than men if their spouses or partners are male.

Let me digress briefly. Many of us are aware of the plight of women in situations far more dire than fighting for standing and pay equity in the workplace:

  • Yemeni women and their children dying of starvation.
  • Women in Venezuela fleeing or trying to provide for families in a country without affordable medicine or food—if it’s even available.
  • Women in limbo in refugee camps throughout the world.
  • Women escaping poverty and terror and traveling, on foot, thousands of miles to reach what they hope is sanctuary.

I know I’m addressing more of what are called “first world problems.”

Yes, I’d like to be able to fix the world for all people and in particular for women. I can only tackle so much while raising the consciousness of many.

So for the purpose of the March 2019 Friday With Joan newsletter, published the week before International Women’s Day, I start “at home” with the hospitality industry.

Which for our purposes here, also includes the meetings and event industry.

In 2018, more women were elected to the U.S. Congress and to U.S. State Houses than ever before. On March 8, just weeks before GMID, International Women’s Day will be observed.

Its theme for International Women’s Day in 2019 is #BalanceforBetter.

“Balance” meaning striving for a more “gender-balanced” world.

As we look at issues impacting women—including those in our industry, from sales and meeting professionals to those in catering, management and housekeeping roles—we recognize that if we fail to communicate why our positions, titles and pay matter, we will fall behind. This is a reality that has held true for all women.

Yes, even event planners, who are predominantly female and are given the authority to negotiate multimillion-dollar contracts and provide updates to boards of directors on the financial impact of meetings, must explain their worth or suffer the consequences.

Where Are All the Women Leaders?

An MPI blog post titled “Reinforcing A Sense of Belonging,” declared that the organization I call my “mothership” will now provide a “pipeline of women to lead MPI.”

This statement made me stop and think. I served on my MPI Chapter Board, as Chapter President, and on the International Board, when women including Marta Hayden, Beverly Kinkade and Anna Chabot were leading MPI. That’s quite the pipeline of women!

I was asked for input prior to MPI launching their first women’s leadership initiative, and I saw its demise. Which, based on the above blog post, held no discernable lasting power.

MPI, like most of the EIC member organizations, has not had a woman CEO in its history—though I know of women who applied.

Why is that the case in an industry where anecdotally there are a majority of women? What I’ve noted about MPI is not a knock on MPI—they are trying again.

It’s a question posed to an industry that we believe is populated mainly by women.

Why do we still hold so little visible power?

In compiling the results of its “A Sense of Belonging” study, MPI asked “In what ways are women treated differently than men at work?” The responses from women were as follows:

  • 64% I have limited or capped career opportunities.
  • 54% I am treated as less capable or intelligent.
  • 54% I am paid less.
  • 46% I am not taken seriously.
  • 11% I am subjected to unwanted sexual attention.
  • 4% I am given less flexibility with time-off requests.
  • 4% I am bullied or mocked.

14% of respondents chose “Other.”

As one who grew up in a world where women fought for pay equity, I am painfully aware of and pay attention to what may hold us back. Is it the way we speak, the image we present and the images of us that are presented? We often apologize for saying something.

We’ll say “I just wanted to say” and negate whatever it is with “just.”

We use upspeak or uptalk, even when declaring what we know.

Should we applaud MPI and others for again focusing on women or be dismayed that again there is a focus on women in leadership when we didn’t make it stick before?

A Day I Will Never Forget

Doug Heath, MPI’s second executive director, heard me when I asked why MPI’s three representatives to the (then) CLC Board of Directors included no women though around me at MPI meetings I saw a majority of women in the audience. It wasn’t unusual—most of the delegates from the industry organization members were men.

Doug appointed me to be one of MPI’s three delegates knowing I would speak up strongly for MPI and what the industry needed.

And here’s what happened at my first meeting, an event that, though long ago, is in my head as if it were yesterday: I prepared for my first CLC Board meeting. I read my CLC board book and discussed the relevant issues with Doug and others in MPI’s leadership

Then I spoke up at the meeting.

At the first break, a man, not much older though considerably taller than I, patted me on the head and said “just wait until you’re older and more experienced. You’ll understand why…”

He was conveying this message: “don’t speak up ‘little lady’—know your place.”

This explains how women hesitate versus speaking their minds.

I did not equivocate in anything I said.

You too know how men often take credit for what women say or “translate” women’s words to their own. You’ve certainly witnessed it in interactions at meetings and events.

Case in point: I was co-presenting with a male colleague at an industry meeting and after each thing I said, he said “What Joan means is…” and then repeated what I’d said in his words. He swears he meant nothing by it and yet this happens to women all the time.

Then too, women are interrupted by men when speaking and we let it happen.

Here’s some advice from the above article to take to heart: “Women, if you are interrupted for any reason other than someone asking for clarification, say to the interrupter:

“’There are a few more essential points I need to make. Can you delay a moment while I do that?’” or ‘I know I will appreciate your feedback, but can you hold off until I’m done?’”

This may also come in handy when you’re negotiating for a pay raise.

Or while you’re in a negotiation with a buyer or seller.

My Advice to Women, Men and Our Industry

Here’s what I hope, individually, you who identify as female, will do:

  • Know, use and shout your strengths.
  • Use a voice that has authority. If you are unsure if you can, emulate others or take voice/speaking lessons (For my voice—literal and figurative—I thank my mother (z”l) and James Payne, my high school speech teacher).
  • Use your body with authority when speaking. If you are able to stand, do so.
  • Be assertive and support other women.
  • Mentor up and down. (See part 2 of the newsletter for thoughts on mentors and mentoring from a variety of people all of whom I met through professional affiliations).
  • Call yourself a feminist. Refer to yourself and others as “women” not girls or guys or ladies. What we call ourselves matters.

Those who identify as male, please:

  • Check yourself and ask those with whom you work to check how you support women in the workplace, at home, in communities.
  • Call yourself a feminist by supporting ideals that are about respect and equity.
  • Promote women in the workplace.
  • Stop interrupting women and “interpreting” what they say! Praise their ideas; give back credit for ideas you may have presented as your own.

For our industry: 

  • Work toward greater Inclusion. That means inclusion in gender, gender identity, race, ethnicity, age, ability and economic status.
  • Don’t continue to start and stop initiatives until or unless they become part of the fabric of the industry. Once you set a goal to better the industry, keep working to reach it.
  • Check print and digital images and ensure equal and appropriate representation.
  • Set the standard for programs by partnering with GenderAvenger and like publications and programs and show others how easy it is.
  • Invite Rachael Van Horn to speak. She’s part of our industry and an example of a strong woman succeeding in a traditionally male profession.

Tell us more … about your experiences by completing the poll and commenting on the blog and within the comments on the second part of this newsletter.

What do you think can be done for women to gain equal footing at the least in an industry where we predominate but don’t get the pay and recognition we deserve?

And consider this: “Being a feminist is like being pregnant. You either are or you are not. You either believe in full equality of men and women or you do not.”

– Chimamanda Ngozi Adichie, author, recipient of a MacArthur Fellowship (“Genius Award”) and author of “Dear Ijeawele, or a Feminist Manifesto in Fifteen Suggestions.”

Related Reading From the March 2019 Edition of Friday With Joan

Click here to view additional content in the 03.01.19 Friday With Joan newsletter.

Our Industry’s Reputation and Yours Are at Stake: Help Is Needed!

Originally published Meetings Today Blog

Our Industry’s Reputation and Yours Are at Stake: Help Is Needed!

When the meetings industry first introduced the CMP—referred to as “Certified Meeting Planner”—it was to help ensure that those who planned meetings be considered professionals.

As the program evolved, it became possible for suppliers in our industry to be tested and to receive the designation, which as a result was changed to “Certified Meeting Professional.”

For most of the years I’ve been in this industry, I’ve questioned the business practices that are considered “standard” or “normal” and sought evidence of those practices being ethical and professional.

I’ve looked to other professions—accounting, medicine, law, journalism, association management, counseling, among them—and saw that there were standards of conduct that must be adhered to in order to maintain one’s license to practice in that profession.

No such thing exists for planning, sales, or convention services in our industry.

In preparing to write this blog post—one of two (or more) that will look at practices and perceptions of those of us who plan and supply services and venues for meetings—this part of the definition of “professional” struck me:

characterized by or conforming to the technical or ethical standards of a profession.”

In fact, in the 9th Edition of the EIC Manual,  subtitled “A working guide for effective events, meetings and conventions”, there is no separate chapter on “ethics.”

Instead, it is included in “Domain J: Professionalism” where “Sub Skill 30.01” is “Demonstrate Ethical Behaviour.”

Relaxing Standards in the Meetings Industry

APEX, The Accepted Practices Exchange Initiative, and the CMP give us the technical “standards” of the profession. To be a member of the Events Industry Council (EIC)(founded in 1949 as the “Convention Liaison Council,” then renamed “Convention Industry Council”), it was, for years, a requirement to have a code of conduct or ethics.

Now, it is required to submit a code but it is no longer a requirement for membership. No one could tell me when and why the requirements for membership changed.

In talking with staff of a number of EIC member organizations, I learned that some don’t have codes of conduct or codes of ethics at all.

And if they do, many, like that of the American Society of Association Executives (ASAE)are, for all but Certified Association Executives (CAE), aspirational. Only for CAEs is there an enforceable code of conduct referred to as “CAE Standing Rules and Policies.”

If one has attained and maintained the CMP designation, one agrees to abide by the CMP Code of EthicsBut (and I do mean “but” not “and” as improvisation teaches) it is rarely used to strip someone of their CMP for unethical behavior.

I was told by EIC that the ethics complaints are almost always about a person using the designation who has not been attained or maintained and not for behaviors that violate the code as I believe those in the stories below do.

Who’s Enforcing Our Industry’s Ethics Policies?

In e-mail exchanges and voice conversations with staff members of EIC member organizations, there seems to be little done now if there are ethics violations.

MPI, which used to have an enforceable and lengthy code of conduct, changed it years ago to the Principles of Professionalism for which there is no reporting body.

It seems, an already existing program—MPICares—was created to advance service projects and report and examine issues of sexual harassment and ethics violations.

(Interestingly, featured in the news recently and also reported on this week by Meetings Today was the MPI Foundation Executive Director who has been accused of a crime, who has since resigned from her position but claims innocence).

There is a fine ethical/legal line that I am sure will be sorted out as this proceeds.

Why write now—again—about these issues?

Why I Choose to Write About Ethics

There are multiple reasons:

1. I’ve been asked repeatedly what I want my legacy to be. I hope that a) it’s that we learn to create interactive, well-conceived and executed meetings with no more theatre or schoolroom sets, and really, b) we all agree to operate in a manner that reflects well on us individually and on our profession which, I believe, means working ethically.

2. Colleagues and strangers have for years and continue to contact me to sort out ethical issues. Most recently, some have discussed the quid pro quo of booking meetings: suppliers want their numbers to gain their bonuses or keep their jobs. Planners or others who sign meeting contracts are often willing to sign multi-year or exaggerated room-block contracts or make up fake and contract meetings to “help a seller friend” achieve their goals to earn more money or bonuses, knowing full well that what they both are doing is not ethical and may, in fact, be illegal.

Strangely, the example most often cited as unethical behavior in our industry is of sellers who offer and planners who accept familiarization (“fam”) trips (or hosted buyer invitations) for destinations and/or properties the parties know are not in the pipeline for use, justifying that “someday” they may work elsewhere or that “someday” they may convince someone to book the city or site because they were once there.

Forget that the wining and dining and gifts that come with many of these trips may have dollar values above what one’s employer’s code of ethics note is permissible.

Real-Life Examples of Questionable Behavior

Over the many years I’ve worked in the industry, I’ve seen the results of unethical behavior and the cost to organizations as a result.

Here are but a few specific examples, never reported to the CMP Board, in which planners and suppliers who were CMPs (or in one case a CAE) were involved.

Story 1: Full-time planners at an organization created their own side company to receive commission on meetings they booked for their employer. The commission agreements were inserted after the contracts were signed. Adding to the behavior, the planners often used the CEO’s electronic signature to sign these bogus contracts.

The hotels? They got the numbers they wanted as did the sales people who received their bonuses. The planners? Perks for getting the business signed and an expectation of commission.

Though these planners were eventually fired when an audit uncovered the fraudulent meetings, I know the planners were hired by others because, by law, a past employer cannot ask about such behaviors. Because nothing was reported to the CMP Board, even the CMP designation wasn’t stripped.

Story 2: An organization’s CEO, a CAE, and planner, a CMP, booked a future meeting with a vastly inflated room block. The contracted block was not remotely achievable given the group’s pattern and expectations. The hotel salesperson, if history had been submitted by the group or checked by the hotel, would have questioned the numbers.

What did the CEO and planner receive for contracting this meeting? Super Bowl tickets and other perks.* What happened to the organization? They paid more than $100,000 in attrition and almost went bankrupt. The salesperson? Bonus and promotion based on the nights booked even though they were never actualized.

[Yes, this is a discussion for another time—how our industry sets up conditions for incentives for salespeople. It was a conversation, in research for this blog that surfaced with many hotel personnel.]

*Both were eventually fired though no charges were brought. The planner went on to tout expertise in the job and was praised by suppliers for good work.

Story 3: A planner wanted to help a supplier partner who was having trouble booking enough business to meet their year-end goals. The planner made up multiple meetings that were not on anyone else’s radar—basically fake business.

The planner, a CMP, received trips and other perks for themselves and for their family. The supplier? Made their numbers and received a bonus. The organization? Hefty legal fees, some cancellation fees, and a new meeting created to mitigate what would have been additional millions of dollars in cancellation fees.

Uncovered in an audit and review of emails, the planner was fired.

When the action was reported to the hotel company, despite their ethics’ code, the salesperson remained on the job.

Story 4: A planner needed promotional products (aka “tchotchkes”) for a meeting.

When ordering it was not specified that the items could not come from China—just that the price had to be “the lowest.” The lowest priced items were made in China and were ordered by the promotional products company.

When received, the planner told (not asked!) the supplier to remove all labels on boxes and other packaging indicating that the items were from China. It was the supplier who came to me with the story of the issue and the dilemma: does one report this action to an employer or to the CMP ethics review board and risk losing a good client or comply?

[I know the outcome—I’ll let you suss this one out and consider what you’d do].

There are many more situations I’ve seen and about which others have told me. Included in the current issues are those about third parties who receive commissions and about which I wrote previously for a Friday With Joan newsletter and blog post.

I was told directly by someone doing this that they and others are going to the franchise properties’ owners and demanding the higher commission and in some cases getting it.

In talking with an industry attorney, I was told that in an audit, when discovered, the franchisee could be in jeopardy.

Among stories known to many are those surrounding what U.S. government planners faced over one particular Las Vegas meeting that was reported in national news and by our industry’s press. As a result, all of our industry and all meetings were made to look like boondoggles.

Advancing Integrity in Our Industry

Where do we go from here?

If we are to be thought of as professionals, regardless of our job titles or in which industry segment we work, is it appropriate to look more closely at behaviors?

Consider, as you chew on the stories noted above and your own experiences, these questions:

  • What do you do when a client or employer asks you to do something that violates a specific written code or your own moral compass?
  • What guides you ethically in life and in business?
  • When you heard Jiminy Cricket say “Let your conscience be your guide,” did you consider what that meant and what to do if your conscience and “standard practice” were in conflict?

Will you help me and help our profession? Either in the comments section below or in the comments area in the sidebar interview with Paul A. Greenberg who is a professor of journalism and was in our industry, or to me personally at FridayWithJoan@aol.com, write and tell me what guides you ethically. Answer the poll questions.

Read the codes of ethics for the industry segment to which you belong. And watch for the continuing discussion based on input from a variety of industry professionals in the next weeks about hiring and interviewing with ethics in mind, specific language and reaction to that in the CMP Code, and more.

If we can’t get this right, what then is the point of pretending to be professionals?

And Just One More Very Important Thing!

November 6, 2018, is the U.S. midterm election.

I, and those affiliated with Meetings Today, encourage you to vote. There are issues on ballots throughout the U.S. that will impact meetings including taxes and initiatives important to how and where we do business.

There are elections of individuals who you may want to question at town hall meetings about their stands that impact your particular employer or clients and their meetings.

Having written about what happens when laws are passed that cause groups to reconsider where their meetings are held, it’s a time to be more informed. For those who are not U.S. citizens, we encourage you to vote in elections of your own countries.

Editor’s Note: The views expressed by contributing bloggers are their own and do not necessarily reflect the opinions of Meetings Today or its parent company.

Related Reading From the October 2018 Edition of Friday With Joan

Click here to view additional content in the 10.05.18 Friday With Joan newsletter.

Planning for Contingencies: Site Selection to Contracting

 Originally published Meetings Today Blog

Planning for Contingencies: Site Selection to Contracting

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?

  • Of those, how many may be full or part time emergency responders? How many may be part of the National Guard or other national or international rescue team? Will they be called to respond to an emergency anywhere in the world and be unable to attend your meeting?
  • Do you work with journalists? Medical personnel? Utility workers? What will their role be in response to an emergency? If they were unable to attend your meeting, what would their inability to attend cost in attrition? Will you be able to negotiate forgiveness into your contract or forgiveness if your meeting continues? What about later on, if not in the contract? And what about forgiveness if you must fully stop your event for reasons of force majeure or because you do not think there is a reasonable way to cancel but attendance is lower due to emergency?

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?

  • If the venue is an emergency shelter, how soon will it be available to your meeting if your meeting follows a disaster by two or three weeks—or longer—following a disaster?
  • If the venue must still be an emergency shelter following a major disaster, how will it accommodate your meeting and the needs of people who need shelter? Can it do so?

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?

  • How has the generator been serviced? How has it been used in the past and the results?

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?

  • When will airlines pull flights and personnel? How soon after a disaster will they realistically be able to fly emergency supplies in or people out of the area?

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!

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