Event Risk-Finder Pro-forma

David Green, MBA, B Arch (Sept 2023)

Risk Finding This is then done by considering each RBS item with what I call an ‘interaction
domain’, where the event element has salience in particular aspects of the event.
Interaction domains follow Peter Checkland’s rubric in “Systems Thinking Systems
A perpetual challenge in developing an event risk profile is to start well and not
Practice”, 1981): CATWOE. This stands for Customer (user), Actor (providers),
miss out any major risk. Starting with a blank page is never a good method as it
Transformation (the work to be done), Worldview (the operational concept and
invites running the risk Recency Bias, along with a number of other problems.
environment), Owner (the risk taker, or funder), and Environment, which refers to
Recency bias occurs when the most recent reference experience is taken as a
the social, political, ecological and economic environment of the event.
statistically relevant guide to the general or the current case.
The Pro-forma sets out a grid of the RBS against the CATWOE. Each cell can then
The prof-forma I’ve developed here is based on Hillson, 2003, Using a Risk
be considered in terms of risk or hazard vulnerabilities broadly. These can then be
Breakdown Structure in project management, Journal of Facilities Management,
teased out and analysed, preferably on an effective cost basis (see Cox, "What's
January.
Wrong with Risk Matrices" Risk Analysis 28:2, April 2008), and managed as
This provides a convenient starting point to develop the areas of possible risk in dictated by the event risk management plan.
an Event and serve to stimulate thinking on the particulars of your event.

Risk-finder pro-forma

Event risk breakdown structure Event interaction domains1

Phase Category Component Item Customers Actors Transformation Worldview Owner Environment
Planning Requirements
Specification
Venue/Location
Publicity
Staffing
Ticketing
Catering

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Interaction domains reflect the rubric for Soft Systems Methodology enquiry developed by Peter Checkland. The Legend to the table explains them.
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Event risk breakdown structure Event interaction domains1
Phase Category Component Item Customers Actors Transformation Worldview Owner Environment
Support
services
Equipment
Infrastructure
Security
Phase plans Timelines
Product/function
Management
Approvals Promoter
Authorities
Assembly/
Procurement Suppliers
Activation
Labour hire
Construction
Installation
Signage
Utilities
Build/sets
Talent
Staff
Bump-in Venue access
On-site access
Equipment
Unloading
Infrastructure
Facilities
Marshalling
Staging Circulation
Signage
Infrastructure Safety check
Commission and
Facilities Toilets
check
First-aid
station
Power
Water supply
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 Event risk breakdown structure Event interaction domains1
Phase Category Component Item Customers Actors Transformation Worldview Owner Environment
Firefighting
Parking Direction signs
Booths
Management
Attendants Training
Equipment
Comms
Performance Staff Training Comms
Talent
Customers Movement
Evacuation
Amenities access
Wet? Hot? Cold?
Weather
Wind?
Stage
Marshalling Plan
management
Attendants Training
Emergency Emergency
response refuge
Evacuation
Wardens
Comms (PACE)2
Infrastructure Structures Stage/back
Shelters
Amenities
Sets Storage
Changes
Services Power
Water supply
Drainage
Clearance (of
Close
customers)
Cleaning

2
PACE = Primary means of communication, Alternative should the primary be unavailable, Contingency in case first two unavailable, Emergency: fail-safe system independent of other
systems.
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 Event risk breakdown structure Event interaction domains1
Phase Category Component Item Customers Actors Transformation Worldview Owner Environment
Waste removal
Structures Integrity
Security
Marshaling
prep
Marshalling
Bump-out
briefing
Movement
routes
External traffic
Movement Vehicles
Suppliers
Removalists
Staff
Public roads
Storage Packing areas
Security
Post-event
Participants
review
Logs Incidents
Complaints
Event manager
Documents

Legend: CATWOE
Customer – those who attend the event and expect to receive value from it.

Actor – those who conduct the event or contribute to its conduct in whatever role

Transformation – the change the event is planned to make for the customers, actors and promoter

Worldview – the conceptual world that is shared by the promoter and market: expectations, assumptions, social/business/economic context.

Owner – the promoter, sponsor or investor. The one who has final approval and authority over the event. Responsible for its value to customers.

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Environment – the real world that surrounds, in terms of market, society, authorities, competitors, suppliers, physical conditions.

Risk Finder dictionary

Event risk breakdown structure dictionary

Phase Category Component Note
Planning Requirements What the promoter wants from the event
Specification How you will deliver the event, the detail things that will be done to deliver the event.
Venue/Location Where it might, could or will be held
Publicity How the event is communicated to the market
Staffing Who will conduct the event: their skills, training needs, work-up period/experience
Ticketing Lead time for ticketing and means of ticketing
Catering Type of food and drink, service mode, price point.
Support services These range from technicians to first aid, cash takers, security
Equipment What is required to run the event and that by its suppliers, talent, etc.
Infrastructure This refers to temporary structures of all types and their related utility services – water supply, waste disposal, power,
communications. It includes toilets, booths, food service tents, stage sets, and the like including any temporary foot ways,
paving or road works (rare, but on soggy ground a temporary road might need to be laid using steel planks.
Security An important support service. For a complex event a security expert might be consulted. This is for crowd control and safety
of staff, customers, suppliers, revenue protection and goods protection (from theft and vandalism).
Phase plans Timelines High level timing of all phases and when the relevant plans should be completed in outline and then in detail.
Product/function What each phase is expected to produce for it to be completed and enable the next phase.
Management The planning and event conduct management approach and ‘command’ structure. In the heat of an event management will
shift from a more collaborative frame to a more command frame as time becomes critical during an event. This section
should include risk management approach and insurances.
Approvals Promoter Is this what the promoter wants?
Authorities Is this what the authorities will allow? Authorities might be local government, venue owner, insurer.
Bump-in Venue access How does the gear get to the venue: public roads usually.
On-site access How will people and gear move around the site (if it is large) or venue (where it might be congested).
Equipment What will be delivered, how, by whom, when, and with what conditions and requirements (by hirers, operators, etc.)
Unloading Where will unloading occur, how will it be marshaled or timed, what unloading equipment will be needed, e.g., forklifts,
small trolley cranes, heavy mobile cranes, helicopters, dollies, scaffolding.
Infrastructure Delivery of temporary structures, stages, sets, etc., any related cabling, stays, supports, piping, etc.
Facilities Specifics of toilets, first aid and ‘retreat’ spaces (e.g., lost children, distressed adults, e.g., fainting in heat).
Marshalling Who will be the marshal, the marshal’s staff/attendants, their roles, related signage, uniforms, hand signs, communications
equipment, lighting.
Staging Circulation Circulation back of house: talent, supplies, stage and AV staff and technicians, etc. Access to equipment, materials, etc.
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 Event risk breakdown structure dictionary
Phase Category Component Note
Signage Ensure its easy for Actors (CATWOE Actors) to get to where they need to be, and customer signage is right too.
Infrastructure Safety check Before customers arrive all structures and machines (e.g., ‘rides’) need to be checked for operation and safety.
Facilities Commission and Toilets, first-aid facilities, communication facilities, etc.
check
First-aid station-supplies, signage, access for transport to hospital
Power-circuit loads are as specified, circuit breakers and controls accessible
Water supply-workable and clean
Firefighting-equipment and trained users
Parking Direction signs Use standard signs with posting rules conforming to the public roads: e.g., direction before turn-offs, not after.
Booths For parking attendants, ticket checkers, security
Management Back of house parking separated.
Attendants Training-if large attendances at an event: e.g., a multi-day festival of some sort, parking attendants need to be trained
Equipment-have direction wands
Comms-have comms to the event control room
Performance Staff Training Comms-staff comms also need appropriate channels and a tested PACE protocol
Talent Availability, call schedule, change/dressing rooms, green room.
Customers Movement Routes to cope with volumes and be sign-posted
Evacuation There will be no possibility of a drill for attendees/customers, so staff have to be carefully trained and have a couple of dry
drills to test roles, actions, equipment, etc.
Amenities access Customers need to be able to easily find, get to and use clean and working toilets, washrooms and change rooms. Toilets for
people with disability need to include at least 4 clothes hooks at shoulder and waist level (for wheelchair users), shelves for
equipment, e.g. for people with various appliances and prosthetic gastric devices.
Weather Wet? Hot? Cold? What to do when. Do you need special prep for undesirable weather?
Wind?
Marshalling Plan Stage management-needs to be able to work the stage and do calls and marshaling with plenty of assembly space unseen by
customers
Attendants Training-to assist stage manager, event management, operational needs to move people around.
Emergency Emergency refuge Part of the emergency training for staff: an assembly area in case of a fire or evacuation emergency clearly marked and easy
response to get to, plus easy for emergency services to also get to.
Evacuation Where to, how to organize, PA announcements, role of wardens/attendants
Wardens Identified, trained to help customers move to safety
Comms (PACE)3 All operational communication should be PACE designed.
Infrastructure Structures Stability, durability for event life, repair tools and materials (and skilled technicians)

3
PACE = Primary means of communication, Alternative should the primary be unavailable, Contingency in case first two unavailable, Emergency: fail-safe system independent of other
systems.
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 Event risk breakdown structure dictionary
Phase Category Component Note
Sets Storage-secure for sets
Changes-ability to change sets if required
Services Power Electrician to install and check all circuits
Water supply Safe and adequate
Drainage Particularly if an outdoor site is ‘wet’ or may become boggy in rain
Close Clearance (of All customers out, checking all toilets and other secluding spaces and facilities
customers)
Cleaning General pre-packdown clean of venue, installations and equipment
Waste removal Removal of production and customer waste
Structures Integrity Check soundness, safety and stability of structures before dismantling
Security Check proper security continues as the Bump-out gets underway.
Marshaling prep Marshaling for a large Bump-out is essential to ensure efficient movement of vehicles, equipment and goods via designated
assembly areas prior to loading and removal.
Bump-out Marshalling The Bump-out plan needs to be briefed to the Bump-out captain and attendants to guide Bump-out crews from various
briefing suppliers.
Movement routes Designate ‘in’ ‘out; and assembly areas
External traffic Safe means of joining the public roads: traffic control? Signage?
Movement Vehicles
Suppliers
All movement routes adequate design for use: turning curves, visibility, width and bearing capacity for mass of trucks,
Removalists
trolleys, cranes, fork-lifts.
Staff
Public roads
Storage Packing areas Packing or assembly areas designated, enable one-way circulation if possible, with minimal reversing needed.
Security Always: protect the property of suppliers and individuals.
Post-event Participants All participants: by survey, questionnaire, report: customers, suppliers, authorities, promoter, staff-paid, volunteer and
review casual.
Logs Incidents Incident log; adverse events.
Complaints Complaints log: complaints of any sort by anyone.
Event manager Event managers activity log for whole event. Usually only for large multi-day events. A record of decisions, suppliers,
movements, etc.
Documents Planning documents, including this risk finder.

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Using the risk-finder

The proforma anticipates the largest general-purpose event. For

smaller events in event venues, it may need significant change to the
‘Event Risk Breakdown’ categories, usually deletion of those unwanted.

Under each interaction domain indicate if there is a Small, Moderate,

Large or Significant interaction with Breakdown item in terms of the
vulnerability to hazards or risks.

Number each and describe in a schedule.

Use this to consider what the actual hazard or risk might be, dimension
it for probability of occurrence and effect of occurrence (in $ loss).

Rank these into categories to compile a risk ‘dictionary’

Against each set out a management approach: accept, mitigate,

transfer, design out.

Keep the separate dimensions of probability and effect obvious to

ensure the risk is properly understood.

SMEACS
All staff briefings implied in the Risk-finder might be in the SMEACS
format: Situation-where we are now, Mission-what we do, Execution-
how we do it, Administration-how it is all organized, C-Control and
communications, S-safety and security.

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Example usage of Risk-finder

Event risk breakdown structure Event interaction domains4

Phase Category Component Item Customers Actors Transformation Worldview Owner Environment
Planning Requirements 2-L 1-S
Specification 3-L
Venue/Location 5-M 6-M 4-M
Publicity 7-L 8-L

Key Title Description Risk/hazard Occurrence Effect Management Assigned Action Note
1-S Requirements Unclear/miss Doesn’t Low Major Mitigate EM Review with Set date
things achieve results owner
2-L Requirements Actors Event poor Moderate Major Mitigate EM Owner and Set date, check
misallocated result team review staff plan
roles

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Interaction domains reflect the rubric for Soft Systems Methodology enquiry developed by Peter Checkland. The Legend to the table explains them.
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