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2009 World Winter Games PDL: Operations & Support Services Functional Area Lead Team Members: • VP – Wade Morehead, Operations and Support Services • Sr. Directors – Michele Walker, Hallie Shealy •Directors – Kevin Warburton, Colleen Walker, Kim Thornton, Jim Bailey I. Plan II. Do III. Learn Overview/Purpose: The Operations & Support Services Department Schedules/Timelines: The GOC tried to utilize Project Manager to drive planning, Successes: consists of the following Functional Areas: however it was implemented at a late date and became too cumbersome for FA leaders 1. Successfully conducted the 2009 Special Olympics World Winter Games. and venue directors to keep up with computer work necessary for the program to be 2. Successfully integrated 18 AmeriCorps staff into staff five weeks prior to the 1. Accommodations effective. However, the planning process was useful to educate and establish milestones. event. 2. Food & Beverage This process, combined with the event matrix exercise, played a significant role to 3. Managed $2.5 million support partnership with US Department of Defense 3. Transportation accelerate planning. Events: See Daily Competition and Activities Schedule 4. Achieved goals during recession 4. Airport Operations Challenges: 2009 SOWWG Operations & Support Services Organizational Chart: 5. Logistics/Waste Management 1. Limited financial resources to recruit and retain experienced staff 6. Public Safety – Medical & Security 2. Staff turnover created integration challenges during the long-term and short- 7. Press Operations term planning process. 8. Credentialing 3. Functional Areas in the Operations & Support Services Department were 9. Way-Finding dependent on the productivity and ultimate success of Business 10. Radio Communications Development to procure VIK and execute vendor contracts. 4. Lack of final decisions regarding competition times and days. TD’s impact on 11. Non-Competition Venue Management – Most intricate venues follow: planning too significant. 1. Boise Centre – SOT, SOF, Dining Hall, Media Center, etc. 5. Confusing, fragmented Agreement with SOI that was not finalized until a very 2. Uniform Distribution & Credentialing Centers late date. Lack of usable information from previous Games. 3. Delegation Welcome Center Key Learnings: 12. Healthy Athletes (SOI Programs) 1. Do not underestimate the importance of experienced staff. 2. AmeriCorps Volunteers provided invaluable HR support to all departments. Goals & Objectives: 3. The success of the Logistics Department is dependent on an organized and 1. To create efficient, effective and financially responsible operational well-communicated Procurement Plan. plans. 4. Do not let vendors and venues own GOC responsibilities. That is, ensure that each functional area is adequately staffed for quality control and to assure 2. To integrate with all other GOC FA’s to execute these plans. that decisions are being made in the best interest of the GOC. 3. To meet all expectations as outlined in the SOI/GOC agreement, Recommended Organizational Structure of Operations Department: 5. Methods must be devised to effectively evaluate the performance and which establishes specific levels of service for many Functional Areas. capabilities of all staff members leading up to the Games to avoid any failures 1. Vice President, Operations & Support Services – The Vice President of Operations should have a full-time administrative assistant dedicated solely to during the event. Clear goals and expectations must be communicated and Key Responsibilities: The responsibilities of these functional areas are this department. milestones defined, to allow directors and senior management to evaluate detailed in the following slides and in the operations plans and after action 2. Public Safety – The 2009 GOC was fortunate to have volunteer professionals performance and identify where changes in human resources may be reports provided to SOI. serve as the Commissioners of Public Safety (St. Alphonsus Hospital), Medical needed. (Ada County Paramedics), and Security (Idaho State Police Department). Even Recommendations: Legacy: SOWWG hopes to create operating plans in the aforementioned with their involvement, a full-time staff member serving as the POC for this FA 1. When staffing each department, be sure to hire senior level staff members would be advisable. with event experience. These directors should develop budgets, FF&E needs, functional areas and work in conjunction with city and state agencies to 3. Radio Operations – If the military or local security agencies cannot provide a staffing needs, volunteer needs, and operations plans prior to hiring execute these plans with the goal of developing systems, policies and dedicated radio commissioner, then it is recommended to hire a full-time staff managers and coordinators. This will ensure that new staff members have a procedures that are utilized during future events in Idaho and future member. clear understanding of their roles and responsibilities leading to a more World Games. The Operations Department also plans on coordinating the 4. Accommodations – This FA was not staffed adequately, and the quality of staff efficient and productive staff. recovery of Games assets following the event and redistributing these members employed was not sufficient. AmeriCorps Volunteers stepped in to 2. Each FA should be staffed with a full-time employee who is responsible for help this FA succeed. A director with Hotel Management and booking assets in an effective and organized manner to local non-profits. communicating and gathering information from all other FA’s. This employee experience should be hired to manage a team of three housing managers who Additionally, it the goal of the Operations Department to expose as many should also be responsible for working directly with Volunteer Services to would be responsible for volunteers, booking/rooming lists, and information venues, vendors, and volunteers to the Special Olympics Movement to services at the villages. Also, this FA should not report to the VP of Ops, but ensure that staffing needs are met and that the volunteers are provided the encourage these individuals to continue to donate human and financial should report to the Director of Delegations Services. necessary information and training needed to successfully perform their 5. Non-Comp Venue Management – This department requires a Director who is duties as outlined. resources to future Special Olympics Events. experienced planning and developing venues. Then, the GOC should staff a 3. Venue Directors must have a clear understanding of all needs at their venue manager for each significant venue, who all reports to the Director, Venue to effectively integrate with the Ops & Support Services FA’s. Management. This position should oversee the all venue management to 4. Operational Communications (cell phones/radios) should be owned by a full- assure consistent planning across all venues. time staff member to coordinate distribution and create directories well 6. Food & Beverage – F&B must have an experienced F&B Director with at least before games time. three managers to effectively plan and execute the F&B Ops Plan. 5. Info Services could play a significant role in helping FA’s be accountable and 7. Transportation – Hire a Transportation Director to develop RFP’s & contract to drive planning. with a Event Transportation Company to manage all facets of this FA. 2009 World Winter Games PDL: Accommodations Functional Area Lead Team Members: • VP – Wade Morehead, Operations and Support Services • Director(s) – none • Manager(s) – Kacie Foster-Merk, AmeriCorps Volunteers (3) I. Plan II. Do III. Learn Overview/Purpose: An essential element of any SOWWG is to identify and procure Summary: Upon receiving the bid to host the 2009 SOWWG, the GOC immediately faced Successes: This FA proved to be quite challenging for a variety of reasons, specifically due sufficient quantities of bed spaces within 45 minutes of all venues, and related services to the challenge of securing enough rooms to house all delegates and client groups. The to staff turnover, inexperience, and failures which resulted in the termination of an support the housing needs of all Delegates, that is, Athletes, Coaches, DALs, HODs, and hotel industry realized this fact and affordable room rates were difficult to negotiate. accommodations manager. However, three AmeriCorps volunteers rose to the challenge a Volunteers. Additionally, housing must be secured and managed for families, While the immediate emphasis was placed on securing enough beds in Boise, Sun Valley mere three weeks before the Games to assist the VP by completing essential tasks and to medical/security personnel, Healthy Athlete participants, media, sponsors and other visitors and McCall, several factors forced the GOC to be more concerned with eliminating financial manage the accommodation process throughout the event. Feedback from delegations was to the Games. In an effort to ensure and secure quality accommodations, the objective of exposure within the 80+ hotel contracts it had executed with local properties. Several positive regarding the quality of properties utilized by the GOC, and all guests were housed the Accommodations Functional Area is to provide all Official Guests with comfortable and factors contributed to this change in philosophy. The first indicator came when the GOC efficiently. Financially, the GOC budgeted hotel/condo costs to fall between $2.1 and $2.3 safe housing. Another primary objective is to house all athletes by delegation. This FA is received clarification from SOI that the GOC was not responsible for housing MVP’s, All- million dollars which proved to be accurate. Host town housing and attrition at two hotels responsible for identifying all support elements necessary to address any housing related Stars, Media, Family members, Healthy Athlete Volunteers/Train the Trainer personnel, propelled costs over the estimated $2.1 million. All breakfasts were provided by hotels in issue at all housing sites. To develop and execute this operations plan, Accommodations is Webcasters, and SOI staff, but that the GOC should make every attempt to make housing Boise and this proved to be efficient and was of the quality expected by the delegates. The organized into three primary divisions: Pre-Games Ops, Games- time Ops, & Post Games Ops. available to these client groups. Additionally, the deteriorating world-wide economy GOC achieved level of service goals by utilizing quality hotels, minimizing the use of pull-out Goals & Objectives: caused delegation participation numbers to drop significantly three months prior to the beds, eliminating any billing for incidentals, and efficiently checking-in/out delegates upon Pre-Games Operations – Pre-Games Operations largely revolves around developing the Games. The economy’s affect on the airline industry, made it possible for almost all arrivals and departures. policies /procedures for any housing related issue, pre-Games, Games-time, or post-Games. delegations to arrive into Boise on February 3rd, 4th, and 6th, which meant that numerous Challenges: Please note the following challenges that this functional area faced: Working in concert with the Vols & Hotel Staff, this FA will develop operations plans (on contracted rooms prior to these dates were going to be unused yet these rooms were still 1. Recession – The financial impact of the recession forced planning changes and left this topics such as housekeeping, key distribution, maintenance, etc.) to meet the needs of the the financial obligation of the GOC. The Accommodations staff took immediate action to department significantly understaffed and unable to retain staff members. Also, there GOC, SOI, and the Delegations. Key areas for Pre-Games Operations are as follows: reduce room nights and cancel contracts prior to the 59-day deadline in the standard was so much turnover of hotel managers that the GOC had to regularly re-educate • Quota Allocation — Ensure that sufficient rooms and bed spaces are reserved . contracts, and proceeded with 46 hotel contracts. The GOC also contracted with a hotel hotel representatives leading up to the Games. •Housing Assignments — With consideration for wheelchair, gender, and cultural issues. booking agent (InIdaho.com) to serve as the point of contact for all of the aforementioned 2. Staffing – Retention and recruitment of quality staff members was negatively impacted •Hotel Staffing —Staffing assessments/training to be coordinated with contracted hotels. client groups to book these guests into the hotels that had availability due to cancellations due to a lack of funding. Also, communicating with SOI and the programs regarding • Building Assessment — Ensure that the hotel rooms are turned over to the GOC clean and by the GOC. The GOC also transferred four hotel contracts over to SOI for them to manage delegate registration, names, and rooming lists proved to be quite frustrating during in "move-in" condition. Joint "walk-thru" with volunteers and hotel staff will be conducted. booking for SOI staff, All-Stars, Train the Trainer/Healthy Athletes, and webcasters. By mid- the 2008 Invitational Games. These two factors contributed to the departure of the Sr. • Housing Publications —Housing Services will develop a procedures policy handbook which December, the GOC had eliminated over $1 million in financial exposure in hotel contracts, Dir. of Delegations Services, the Delegation Services Manager, and the will include the Accommodations Plan. and from that point on managed to 5% below estimated delegation numbers in Accommodations Director, six months prior to the Games. This led to poor staffing Games-time Operations – The Accommodations Coordinator and Leader will be charged anticipation of further withdrawals. While this proved to be extremely difficult, it was the choices due to limited access to financial and human resources. The result was with implementing the policies /procedures developed during Pre-Games . Games-time Ops only option for an organization facing financial crisis and who was never provided clear assigning the accommodations department to Operations and Support Services instead at the sites will be based on the procedures/policies set forth in the housing ops plan. information on the number of client groups and delegates attending the Games. of remaining as a functional area under the Delegation Services umbrella of Games-time Ops that will be focal points include: Housing Assignments: Assigning 3,070 projected delegates to hotels was challenging, responsibilities. This poor decision led to a breakdown in communication. • Housing Assignments — Housing Services will be on site to support the front desk . Housing and the approach of the GOC was to determine single/double room breakdowns per 3. Communication – The breakdown in communication b/w SOI, SOI programs, and the Services will assist Delegations with any changes in their room block assignments and delegation and fit each delegation into the hotel puzzle of available beds per hotel. GOC Delegation Services and Accommodations department was significant. The provide final housing assignments to the hotels, SOI, and GOC. Daily reports will be provided. Unassigned HODs and final DAL assignments are not included in the figures below. Also, combination of managing under the estimated total bed count and the lack of • Site Check-In — The Accommodations FA will: distribute delegation keys to all arriving support officials/vols/staff/ military were housed in extra beds where and when available delegate, DAL, and HOD housing information delayed the rooming list process to such a coaches, and ensure that all Delegations will be pre-checked in. Delegations will be required to reduce financial exposure. late date that the system almost failed. For example, only a portion of delegation to present a valid credit card to cover room incidentals, room damage and lost keys. The •Alpine Skiing – 6 hotels, contracted 450 beds per night, 436 delegates from 43 countries rooming lists were provided to the accommodations department and there was never GOC will only pay room and tax charges. In order to ensure that incidentals are provided •Cross Country – 4 hotels, contracted 422 beds per night, 415 delegates from 34 countries clarity regarding the fact that DALs and HODs required single rooms. Additionally, only to those who have put down a credit card, hotels will turn off long distance, pay per •Figure Skating – 2 hotels, contracted 317 beds per night, 216 delegates from 21 countries there were nearly 40 HODs that were unassigned to a sport upon arrival which led to view movies, and video games to all rooms. Hotels will provide daily charges if any. •Floor Hockey – 15 hotels, contracted 1,320 beds per night, 1,151 dels from 53 countries problems with bed availability, and DAL sport assignments were not provided until • Key Plan — Keys will be provided to the HOD upon arrival. Please note that 7 FH teams withdrew in Jan. exposing GOC for 200 unused beds per day weeks before the event. This is difficult when sports are spread out geographically. •Housekeeping /Maintenance— The Accommodations Coordinator will meet daily with the •Snowboarding – 2 hotels, contracted 154 beds per night, 99 delegates from 15 countries 4. Integration – This department is dependent on information from a variety of functional Executive Housekeeper to go over any housekeeping /maintenance issues. •Showshoeing - 6 hotels, contracted 494 beds per night, 419 delegates from 49 countries areas including Information Services, Sports, IT, and Transportation. A breakdown • Emergency Procedures— Accommodations will notify Security and Medical in the event of Please note that over 120 singles were needed for HODs/DALs which eliminated beds b/c regarding sports schedules, transportation schedules, and games information any emergency situation. Accommodations will contact the Head of Delegation with any virtually all rooms secured were double/doubles. combined with the inability to provide internet services in the hotels for pertinent information after communication with Medical or Security. The Accommodations •Speed Skating – 2 hotels, contracted 330 beds per night, 275 delegates from 23 countries accommodation volunteers led to a failure to provide important information at the FA will document any and all emergency situations in the Housing Logbook and will verbally Estimated Total Delegates & Client Groups housed per night during event = 3,229 hotels to the delegates. This was the primary complaint from Volunteer Housing communicate to GOC who will communicate daily to SOI. Commissioners. •Medical Emergency Procedure-In the event of a Medical emergency , the Medical 2,982 Delegates 61 SOI webcasters 5. Delegation Movements – SH, CC, and SB were all conducted three hours outside of 94 Delegation Assistant Liaisons 92 Officials/Support Staff/Other Command Center will be notified first. Hotel personnel next in order to have a presence at Boise. With Opening and Closing Ceremonies conducted in Boise, delegate housing the emergency and to have a key available if necessary. Security will be notified next in order Hotel Staff/Volunteer Information: A volunteer housing commissioner was assigned and movements are quite complicated and requires significant planning in conjunction to have a presence there to aid Medical Operations. to each hotel. The three AmeriCorps volunteers, and the one accommodations manager with Competition Schedules, Feeding times, Ceremonies, and Transportation. • Security Emergency Procedure:-In the event of a non-medical related emergency, Area were assigned clusters of hotels and served as the points of contacts for the volunteer 6. Standard Contracts – Multiple hotels chose to utilize their own group housing contracts Command will be called first. Hotel personnel will be notified next in order to have a commissioners. Each individual was provided with a cell phone, office supplies and and implemented their own restrictions, deadlines and policies. Allowing this presence at the emergency and to have a key if necessary. Housing will work with Security accommodation manuals with the following information: complicated the housing assignment and transportation plan. These restrictive and all hotel staff to monitor all public areas for athlete activity. contracts dictated planning in Boise b/c these hotels had to be utilized although more Post-Games Operations – Post-Games Ops will focus on delegations who require Post- Contact Information Room Change Form Meal Schedule per Sport operationally ideal hotels were cancelled b/c contracts were severable. Games housing on a case-by-case basis. Sites will be determined based on availability. Ops Hotel Information Incident Report Form Auxiliary Meal Form Recommendations: Determine singles vs. doubles when creating rooming lists, integrate will be the same as the Games-time Ops and will be managed in the same manner. As the Venue/FA information Volunteer Sign In/Out Form Directional Signage with Information Services, only utilize one standard hotel contract, and assign delegations depart the hotels, Post-Games Operations will focus on the following topics: Lang. Services Hotline & info Daily Event Log (restroom, motor pool, bus Accommodations Department to Delegation Services Director. The following must occur 1 Cultural Guidelines Damage Assessment Form zone, arrows, info desk) • Key Collection , Equipment Recovery, and Damage Assessment month prior to the event: assign delegates to hotels, assign volunteer shifts & train, submit Event Programs Information Key Replacement Form Emergency Contact Info •Invoice reconciliation – Review and pay all invoices rooming lists to logistics/hotels/airport ops, and forward dietary info to hotels. Ops Policy/Procedure Guide Message/Package Form GOC Directory 2009 World Winter Games PDL: Food & Beverage Functional Area Lead Team Members: • VP – Wade Morehead, Operations and Support Services • Director(s) – Gary Lillard • Manager(s) – Kacie Foster-Merk, Michelle Shobe I. Plan II. Do III. Learn Overview/Purpose: There are several essential elements to F&B planning for over Breakfast: All breakfasts were served at the delegation hotels from 0600-0930. Successes: Despite numerous staff turnover in the months prior to the games, the 80,000 meals, which includes identifying: the FA’s requiring F&B service; the total Each of these meals included protein, rice, starch, fruit, cereal, dairy, and juices. vendors exceeded expectations with service for the GOC and made decisions in number of delegates (to be fed per venue per day); the client groups to be fed; the If meat is included, it is important to be cognizant of cultural needs (i.e. no pork the best interest of the delegates. The execution of breakfasts at the hotels and vendors who can prepare the meals within the budget; and the locations where for Middle Eastern Countries). Hot & cold beverages. dinners at the Dining Halls was an overwhelming success. Volunteers were F&B will be provided. Once this is determined, it is imperative to procure Lunch: Boxed lunches were be prepared at various sites and delivered to all pleased with the food provided for their services. Food amount estimations were sufficient quantities of quality food, and to identify the nutritional requirements, comp and non-comp venues. Sandwiches, wraps, chips, fruit, string cheese, plentiful and there was never a shortage of food. The F&B staff responded to special dietary needs, and cultural considerations of all groups so all meal and yogurt, cookies, and beverage. Pizza was also provided at various non-comp delegate wishes through-out the games, including the provision of soup at snack menus can be developed. To begin, the budget must be established, and venues. Lunches provided from 1100 to 1300 each day for delegates and outdoor venues for lunch. the level of service across all groups and venues must be determined and policies volunteers working minimum of six hour shifts. Soups were added at outdoor Challenges: Feeding delegates before and after Opening and Closing Ceremonies clearly defined. F&B will then work with Business Development to develop venues to complement boxed lunches. Hot & cold beverages. is quite challenging and requires completely separate planning in conjunction with strategic partnerships with food providers, vendors, and/or venues who will Dinner: Buffet-style meals at five dining halls (3 in Boise, 1 in McCall, and 1 in transportation for staging. Less than one week prior to the Games, F&B was asked provide F&B supplies, equipment, staff, and a venue. Once Value In-Kind support Sun Valley) served from 1600 to 2000. Meals included meat and veggie entrée, to provide 4,000 meals to delegates; clearly defining the numbers of delegates per is secured, the cash budget can be finalized in accordance with the level of service. potatoes, rice, vegetables, salads, soup, bread, fruit, desert, and hot & cold bevs. venue and client groups needing F&B services at comp venues (lounges). Goals & Objectives: Breakfasts – Eggs, Pork (at certain locations or on separate table), potatoes, hash browns, Key Learnings (see below): Clearly define vendor and venue responsibilities and To provide optimal nutritional support for delegates, vols, and staff fruit, toast, pancakes, bagels, oatmeal, rice, cereal, dairy, energy bars, pastries expectations in written form (contract/MOU); Hire experienced staff and enough by developing a menu recommended by experts for active adults in support staff to communicate effectively internally and externally; recruit and Lunches - Turkey/Tuna/Roast Beef/PB&J/Chicken sandwiches on bread, croissants, hoagies, cold weather climates. and wraps; assorted chips, cookies, assorted fruits, yogurt, and string cheese. Soup on-site. train volunteers months in advance of the inception of the Games; consolidate To develop an “American dining experience” menu which offers a dining hall locations when possible to assure that the total number is as small as variety of choices. Dinners – Beef pot roast, BBQ chicken, Turkey & gravy, Spaghetti & meatballs, Chicken & possible in order to simplify the logistics of providing F&B for all guests and To establish nutritional standards for future SOWWG. Beef fajitas, Lemmon pepper fish, Turkey drumsticks, Cheeseburgers, Meatloaf, Tuna delegates; and finally clearly define the number of meals needed throughout the casserole, Roasted herb chicken, Veggie lasagna, potatoes (au gratin, baked, mashed), To ensure that the dining experience is positive and memorable for noodles, rice, mixed veggies, corn, peas, green beans, black beans, garden & caeser salads, course of the Games to avoid under-supply. delegates. fruit cocktail, applesauce, pineapple, peaches, pears, bananas, apples, oranges, brownies, Recommendations: Create a committee of local F&B experts to create uniform menus at cookies, cherry pie, chocolate cake, and pudding. 1. Hire an industry expert who is familiar with feeding large groups, knowledgeable all venues for all three meals. about food portions, and experienced with F&B health and safety requirements. To provide balanced breakfasts at all hotels, boxed lunches at comp Schedules/Venues: The Winter Games are unique b/c venues are spread out Complement with at least three organized managers. and non-comp venues, and vast buffet-style dinners at each Dining across the state and numerous accommodation sites are needed, which means 2. Require all FA’s in need of F&B support to clearly identify the number of Hall in Boise, Sun Valley and McCall. F&B must coordinate with Transportation and Sport. When scheduling meal delegates, vols, and staff who will need to be fed per venue per meal per day. To work in conjunction with SOI sponsor Coca-Cola to provide times be sure to coordinate with Sports to assure that all delegates have an 3. Negotiate detailed contracts with food providers and vendors at least one year beverage support at all venues and events. opportunity to eat each meal. Conducting this event in Idaho presented prior to the event in order to determine cash budget for additional food, services, and supplies needed to fulfill level of service policies. Identify F&B commissioners for each venue and provide a meaningful challenges b/c of a limited number of venues exceeding 10,000 sq. ft., therefore 4. Clearly communicate meal schedules and menus to entire GOC and visiting and positive experience for the volunteers. multiple dining halls were needed in Boise where 2,100 delegates required meals delegations prior to arrival. Key Responsibilities: Create a matrix of all venues requiring F&B service, each day. Again, lunches served at comp sites and breakfasts at hotels. 5. Be prepared at each dining hall to feed more guests than anticipated. determine total number to be served, amount of food product needed, delivery Following is a Dining Hall (dinner sites) summary: 6. Engage F&B volunteer commissioners early and empower these essential staff and storage method, food preparation location and staff, venue staff and serving •Boise Centre, seating for 600, 1,200 meals per night, meal times 1600-2000: members with information and knowledge to effectively operate and trouble- methods for meal (boxed lunch, buffet, etc.), and waste management/ cleaning Figure Skating, Alpine Skiing, Floor Hockey Groups, Speed Skating. Also served as shoot their venues during the Games. plan. One year prior to event, negotiate contracts with the following: lunch (1100-1300) dining hall for 400 FS delegates and Volunteers for SOT, SOF, 7. Clearly define in the vendor and venue agreements, what services will be and FS. Catered by Boise Centre staff. provided and how meal counts will be calculated to make the reconciliation Venues Vendors Food Providers/Other •Expo Idaho, seating for 450, 600 meals per night, meal times 1600-2000: FH process easier when review invoices. Accommodation Sites (46) D’Orazios Catering (Boise) Food Services America teams competing after 1600 directed to eat dinner at Expo. Expo served 1500 8. Assure that there is a GOC representative on-site to work in conjunction with and Dining Halls (5) Full Moon Catering (SV) Sysco Foods boxed lunches each day (1100-1300) for FH teams & vols. Mobile kitchen in the best interest of the GOC at each site to avoid vendors making decisions in Competition Venues (7) Atkinson’s (SV) Boise Cold Storage Company Non-Comp Venues (20) Toll Station (McCall) ConAgra provided and staffed by Idaho Pizza Co. the best interest of the vendors instead of the delegates and guests. Receptions/Special Events Shore Lodge (McCall) Grasmick Produce Company •BSU, seating for 450, 700 meals per night, meal times 1600-2000: This was the Budget – Planned vs. Actual: Developing the budget for F&B was difficult for a Guest Lounges Idaho Pizza (Boise) Coca Cola Inc. site for Healthy Athletes, and the only way to get full participation was to feed variety of reasons. Due to staff turnover in this department, and the impact the Port-a-Subs (Boise) Meadow Gold Dairy world-wide recession had on available salaries and vendor donations, the cash Bogus Basin (Boise) Simplot (potatoes) dinners assigned by sport each evening (i.e. SS & FS Sunday, AS Monday, FH Boise Centre (Boise) Del Monte Group A Tuesday, FH B Wednesday, FH C Thursday, SB Thursday, CC & SH Friday budget figure was always a moving target. Within 8 months of the event, F&B Aramark (Boise) Sara Lee day upon return to Boise. hoped for $1.2 million in VIK product and services, with a cash budget of Sodexo (Boise) Tyson •Big Wood Church (Sun Valley), seating for 400, 600 meals per night, 1600-2000: approximately $300k. However, the actual cost to the GOC was $500k, while VIK Vendors must work in conjunction with the public health association to assure This was the site for all dinners and breakfasts for CC and SB b/c breakfasts were totaled nearly $700k. Cost increased at a late date prior to the games b/c the food preparation locations meet standards and laws as dictated by the region. not sufficient at local hotels. primary food provider did not develop a detailed list of donated product until 45 Legacy: Engage numerous vendors and venues in the planning of the Games, •Shore Lodge (McCall), seating for 350, 500 meals per night, 1600-2000. This was days prior to the event. This led to vendors and the GOC to have to procure expose these individuals to the wonderful experience of working with Special the site for all dinners and breakfasts for SH b/c breakfasts were not available at product to complete menus. It is imperative to have a clear understanding of the Olympics, and connect these entities with Special Olympics Idaho for future local hotels. amount of donated product to allow the vendors and GOC staff ample time to volunteer and value in-kind support. •Lounges for guests at all comp sites. Snacks and Hot & Cold Beverages. determine what product, services and equipment need to be procured in cash. 2009 World Winter Games PDL: Transportation Functional Area Lead Team Members: • VP – Wade Morehead, Operations and Support Services • Director(s) – Kevin Warburton, Tom Halleran (consultant) • Manager(s) – Jill Palmer, Brett Broek, 10 AmeriCorps Vols I. Plan II. Do III. Learn Overview/Purpose: The mission of the Transport & Parking Department is to The Transportation Department used the GOC Headquarters as the Command Center. This Successes: 1.)Very few complaints were made regarding Motor Pool Operations; 2.) Being provide safe, efficient, and timely transportation for all user groups during the facility worked extremely well as it also served as the main bus yard/depot and the Motor able to adapt to new strategies on a daily basis which led to constant improvement operational period of the 2009 Special Olympics World Winter Games. The Pool Fleet and operations center. Having the three areas of Transportation (Command throughout the week; 3.) Keeping our 120+ volunteers busy and happy throughout the week; Center, Bus Yard/Depot & Motor Pool Fleet and Operations) was a benefit to effectively 4.) Volunteer training for volunteer drivers proved to be valuable and successful; 5.) Transport & Parking Department will provide a Games Bus System that will range providing transportation services throughout the Games Theater. Completed 1200 RFTs (the vast majority within the 7 days of the Games) in shuttle service to and from the Boise Airport, to Games Official Challenges: The only glaring flaw was the lack attention to detail in certain areas of planning. Accommodations, to Games Official Venues, Opening Ceremony, and Closing Games Bus Systems Period of Service Being understaffed was a major contributor to this. If more key personnel (Venue Transport Ceremony. The Transport & Parking Department will provide a Games Motor Pool Bus Service Begin Date-End Date Period of Daily Service Manager, Bus Systems Manager & Motor Pool Manager) were hired then this issue might to all approved, credentialed guests with safe, friendly, and timely service. These Airport Bus Service 1/30/09-2/17/09 Varied based on flight schedule have been resolved. Another solution would have been more solid planning from areas that Host Town Transport 2/4/09-2/6/09 07:00 – 22:00 vehicles will provide service to and from the Boise Airport, to Games Official affected operations. This lack of information and also changes in planning negatively Opening Ceremony 2/7/09-2/7/09 08:30 – 22:00 Accommodations, to Games Official Venues, Opening Ceremony, and Closing impacted planning, including the Routing for the bus drivers. Another example of how a Boise Bus System 2/8/09-2/13/09 05:30 – 22:00 Ceremony. The Transport & Parking Department will provide a Venue Transport & breakdown in communication impacted plans and the budget is when four delegations McCall Bus System 2/8/09-2/13/09 06:30 – 22:00 Parking Management Plan for the arrival, processing and departure of all official unexpectedly arrived in Idaho Falls which is five hours from Boise. Sun Valley Bus System 2/8/09-2/13/09 06:30 – 22:00 Areas for Improvement – Motor Pool vehicles from the Games Bus Systems and Games Motor Pool areas at each Official Closing Ceremony 2/13/09-2/13/09 17:00 – 22:00 •Whenever delegations are in town, including during Opening and Closing Ceremonies, Games Venue. Games Motor Pool Period of Service Motor Pool should be operational. Although it should probably be listed as “closed” to Key Responsibilities: T2 Service Begin Date-End Date Period of Daily Service public knowledge during times when bus-only transport would be most effective (such as to •Work closely with Special Olympics, Inc. (“SOI”) to ensure all participants that arrive via air Pre-Games: Limited Service 2/2/09-2/6/09 9:00 AM – 5:00 PM and from Opening Ceremonies), it is important to remember that volunteers and cars are still travel will reach their Official Accommodations. Day of Opening Ceremonies 2/7/09-2/7/09 Pre-approved/scheduled only necessary for unexpected but necessary transportation. The amount of cars and volunteers •Provide shuttles or bus service for the transporting of participants from Official Games Period: Full Service 2/8/09-2/13/09 6:30 AM to 10:00 PM should be held to the discretion of Dispatch 1, although it should be very carefully assessed, Accommodations to and from Official Games Venues. Post Games: Limited Service 2/14/09-2/15/09 Pre-approved/scheduled only although we would suggest that at least 10 drivers (not including dedicated drivers) and •Provide shuttles or bus service for the transporting of participants from Official vehicles be available to provide back-up/emergency/unplanned transport and 6-8 of these Accommodations to and from Opening Ceremony and Closing Ceremony. Games Services: Following are key Responsibilities/Duties of Transport & Parking Dept.: 10 be on standby at the Ceremonies for a similar sized Games (97 countries/3000 dels). •Provide a motor pool service to approved, credentialed guests from Official Airport Bus System – This system provided service for Delegates, Officials and VIP’s from •Volunteers must know specifically where to park the Motor pool cars (by type of vehicle and Accommodations to and from Official Games Venues. arrival terminals at three different airports the Boise Air Terminal (BOI), Salt Lake City (SLC) vehicle number). Instead, volunteer drivers were walking out into the parking lot, and •Provide a motor pool service to approved, credentialed guests from Official and Idaho Falls Regional Airport (IDA) to their Official Accommodations or the Delegation searching for where the car was. This led to some delays in dispatch and pick-up times. Accommodations to and from Opening Ceremony and Closing Ceremony. Welcome Center at the Boise Factory Outlet Mall. Departures as well. • At least four phones need to be answered at all times, particularly during the day when •Provide a working Venue Transport & Parking Management Plan for each Official Games Accommodation to Venue Shuttle System – This System provided service from the hotels HODs are busy traveling from Venue to Venue and Games are in session. For our motor Venue bases on input from each of the applicable Functional Areas. to the Official Venues, both competition and non-competition. The actual Venues that pool, that meant one of the phones be moved out into another office. It was very helpful to •Produce and distribute Transportation Guides to participants. were served from each hotel were based on the sport assignment of dels at each location. have a Dispatch 3 and Dispatch 4 that were volunteers that were working on the phones. •Produce and distribute Route Books to all drivers. Inter Venue Shuttle – The shuttle service linked the competition venues of Figure Skating, •It would have been ideal to have a shift change meeting every day. The office was very Overview of Services: The Transport & Parking Department involves the delivery Floor Hockey and Speed Skating/Boise Center on the Grove. All credentialed participants of busy, even when all six of the motor pool team was there. It still would have been more of the following services: the 2009 SOWWG were able to access this shuttle. The Inter Venue System ran on half effective to just attempt having it every day to insure that when the two morning dispatchers 1. Airport Transportation - Provide a Games Bus System for each approved hour service from 07:00 to 22:00 during competition days. The inter venue system ran as left, all the information had been communicated. client group. Following are all of the Systems: Airport Bus System, Boise Area expected and there were few delays due to new drivers getting acquainted the area. A •It would have also been effective to have one person to look out for the next day’s events. shuttle between the Boise Center on the Grove (COG) and Healthy Athletes at Boise State This person should be in contact with departments such as accommodations, delegation Bus System, McCall Bus System, Sun Valley Bus System, Ceremonies Shuttle University (BSU) was added so Delegates could participate in both if they chose so. Another services and sports. One of the staff members needs to be able to organize the next day’s System, Special Services Bus System. addition was requested by Special Olympics Inc. to add the Doubletree Riverside Hotel as a moves in order to plan ahead. Although it would be ideal to think that can all be done 2. Provide a Games Motor Pool for: T-1 Service – dedicated, assigned vehicle stop so their constituents would be able to access venues. Delays not reported w/ additions. before the event, most information would be incorrect, due to how constantly it changes. for one (1) pre-identified passenger; AND T-2 Service – Scheduled and on- Evening Entertainment Shuttle System – This shuttle system provided service for each • While there was one individual who had dispatch experience, that person was working demand shared access to a fleet of vehicles by approved, credentialed guests. approved client group to Special Olympics Town and Festival located at the Boise Center on mostly with busses. AmeriCorps more or less fully ran the Motor pool Ops, including much 3. Venue Transport & Parking the Grove and to Boise State University for Healthy Athletes. of the pre-games planning. One person with games dispatch experience is imperative. Ingress/Egress Routes – Venue Transport & Parking will identify and manage the McCall & Sun Valley Charter Bus Service – This charter service allowed any credential Recommendations: in/out routes for all vehicles requiring access to the venue. member of the 2009 SOWWG to access these daily charters from Boise to either the McCall 1. More involved training for Dispatchers and any volunteers answering phones in the Access Points – Venue Transport & Parking will identify and manage the or Sun Valley competition venues. This service was a success and had high ridership even dispatch office, including in-action training early in the Operational period, and good entry/exit points used by all official clients at the venue. though both trips exceeded three hours in duration. training from Risk Management on importance of specific paperwork so that it can be Load Zones – Venue Transport & Parking will identify and manage the sites used Ceremonies Bus Service – From hotels to/from Opening /Closing Ceremonies. stored, accessed, and recovered post-games with ease. There should also be a staff for the loading/unloading of all official clients, at the venue. Games Motor Pool “T-1” Service –dedicated car; “T-2” Service –taxi system; “T-3” Service member with Games experience owning Motor pool for best results. Staging Areas – Venue Transport & Parking will identify and manage the sites –cars provided to staff w/o drivers 2. Designated liaisons for facilitating communication between Transport and used for short-term vehicle staging for all official vehicles at the venue. Venue Transportation & Parking – “Ingress/Egress Routes” for buses and cars to enter/exit Accommodations (1 person full time to give and get info from both Motor Pool and Bus Parking Areas – Venue Transport & Parking will identify and manage the sites Official Venues, “Access Points” controls where and what type of vehicle can move around Ops and Accommodations) as well as Transportation and Delegation Services (1 used for vehicle parking, for all clients at the venue a given venue, “Load Zones” where participants will load onto and off-of the Bus System or person) to make sure everyone (including Commissioners and Volunteer contact Legacy: The Transport & Parking Department will leave the following legacies: Motor Pool Services, “Staging Areas” where buses will be prepared for the loading or persons!) have the info they need to plan and operate effectively. 1. Increased awareness of the need for traffic and parking planning for large unloading of passengers, and parking areas for Buses and Motor Pool Vehicles. 3. International Delegations had to rely on GOC-provided transportation Pre-Games and Vehicle Marking & Credentialing – Cars and buses marked with signage that identifies the were on some days unable to schedule rides through Motor pool for Games-related events within the State of Idaho. system type, the venue, and the load-zone. activities due to a lack of volunteer drives. The Pre-Games plan should be more 2. Provide each Official Venue with a “Traffic and Parking Management Plan” to Budget: The GOC utilized 90 coaches and 60 school buses during the games. Also, the carefully ironed out between Delegations, Delegation Services, so that a high enough build upon for future large events. department utilized AmeriCorps volunteer instead of hiring 10 experienced event level of service can be provided to HODs and their athletes. 3. Work in conjunction with Valley Ride to utilize Natural Gas Buses for transportation staff members. This FA could have easily exceeded $2 million dollars, but 4. Bring in out of town bus drivers early to familiarize themselves w/ venues and routes. credentialed client groups to help Green the Games. spent under $1.4 million for all games transportation expenditures. 5. Improve FA integration to enhance quality of handbooks (specific in lieu of general). 2009 World Winter Games PDL: Airport Operations Functional Area Lead Team Members: • VP – Wade Morehead, Operations and Support Services • Director(s) – none • Manager(s) –Brett Broek I. Plan II. Do III. Learn Overview/Purpose: Airport Ops primary venues are Boise Airport (BOI) and Salt Lake Milestones: Key Learnings & Recommendations: City International Airport (SLC). BOI will be operational 2/1-2/17 for arrivals and departures, •Beginning in September of 2008 and continuing through the end of January 2009, we 1. The working relationship with the airport operations team and TSA was essential to the while SLC will be operational for arrivals 2/3-2/5 and for departures 2/13-2/15. Delegation began monthly meetings that became more frequent as the event approached. The success of our airport operations for the 2009 Games. Meeting with these groups on a Services and Airport Ops has established and maintained a relationship with both airport Transportation Security Administration, the GOC, airport operations staff, National Guard regular basis for several months prior to the arrival period allowed for the management teams in order to keep the flow of information regarding our delegate arrivals representatives, Federal Air Marshalls, airline representatives, FBI, Customs, Public Safety, establishment of contingency plans and a support structure of staff and volunteers to and departures moving smoothly. Only Special Olympics Delegations will receive support and several other groups that made appearances, were present and received copies of the cover the very busy period that is “arrivals”. and service from the Salt Lake City airport. All other groups will need to enter the Games minutes for these meetings to help establish and maintain working relationships for the 2. Airport operations were extended to multiple airports due to the fact that BOI is not arena via Boise, ID for support services. Some staff and/or volunteers will be stationed in operational period of the games. large and has no international travel capabilities. Allowing access to SLC was an option Salt Lake City in association with Special Olympics Utah and Team USA to assist these •Volunteer Training for airport volunteers was conducted on 24 January 2009. to save on travel cost for less affluent delegations and to alleviate the strain on the international delegations from security, through the luggage claim process, and finally to •Venue load-in was conducted on 30 January 2009. resources of Boise Airport. An unforeseen problem was a lack of familiarity with the their designated Games transportation. These volunteers and staff will answer immediate •Arrival Operations began on 30 January 2009, with the arrival of our first team in Boise. State of Idaho, which lead several teams from the Middle East to book tickets into questions; maintain communication with the Salt Lake Delegation Welcome Center and Arrival operations continued through 6 February 2009, with the conclusion of arrivals into Idaho Falls Airport, and therefore forced us to include a third airport into our Barrister Command in Boise, ID to ensure all parties are alerted to eminent arrival/ Boise prior to the beginning of the Games. operations plan at the last minute. It is recommended to utilize just one airport if departures of delegations and motorcades; assist Logistics in the loading of luggage either •Departure Operations began on 13 February 2009 and concluded on 16 February 2009 possible. It is imperative to have staff members (not just volunteers) available on-site into logistics trucks or the base of Games motor coaches; and assist Transportation in the with the final team departures from Boise. to assist with challenges, changes, and problems. loading of delegates onto the correct motor coaches for arrival in Boise. Transportation •Venue load-out was conducted on 16 February 2009 following the final departure . 3. When the information provided by the delegations regarding their flight information from SLC will consist of motor-coaches responsible for their transport from the terminal •A final group debriefing was held on 23 February 2009. was accurate, the process we set into place was excellent. The coordination between following arrival to the Salt Lake Delegation Welcome Center facility where the delegations Key Interfaces: In order to be successful, integration with the following is imperative: Brett, the airport staff, the volunteers, the ID NG, and Delegation Services proved will enter into the host-town/home-stay programs. All host-town/home-stay participants 1. Boise Airport Operations Staff - Assisted with escorting volunteers through security, extremely helpful in preparation for arriving flights and trouble-shooting for early or arriving at SLC will remain in the Salt Lake area until the morning of February 6th. Team USA organizing airport staff for greeting of delegations. delayed delegations. The luggage tags also proved to be a very effective means of and all delegations residing in Salt Lake for the Host Town process will unite at the Salt Lake 2. Public safety – (in particular Public Safety Commissioner Deb Drake) to assist with identifying Games gear/luggage, and made the moving of luggage from the airport DWC on the morning of February 6th for departure via motor-coach caravan up to Boise, ID. planning for the event that any of our delegates were injured or ill upon their arrival much easier. Having the delegates greeted at the gate cemented the relationship Boise Arrivals/Departures: The Airport Operations staff and volunteers will be working with to the airport and working with the various law enforcement agencies to ensure all between DAL and delegation, and as the DALs were also allowed through security for several distinct service groups: delegations, families, MVP/All-Stars, & officials. Delegations were “in the loop”. departures, it helped reduce confusion and difficulties often times faced with a will be greeted at their respective gates as they deplane based on support from the Clipped 3. Transportation Security Administration – Essential to keeping security lanes staffed language barrier which was appreciated by all parties involved. Having a staff member Wings organization and the use of security escorts provided by BOI. Those greeting the during our arrivals and departures and for verifying the legality/feasibility of our on site that worked directly with the bus drivers who coordinated fitting all teams onto delegates will preferably be their DALs, or a language services rep. As delegations are luggage plans. buses and other means of transport also helped to alleviate challenges and delays in escorted through the airport, they will be staged to await their transport to the DWC. 4. Airline Managers – (in particular United Airlines) to communicate the size and scope leaving the airport. IMPORTANT: In the future, it is imperative that delegations send a Transportation will be provided via motor coach or appropriately sized vehicle based on size of our event and to ensure that all customer desks were fully staffed early on the copy of their flight itineraries. Create and establish an air-travel hotline and e-mail of delegation. Luggage assistance is also provided, the details will vary slightly for families, main arrival/departures days to alleviate crowds and keep the flow of traffic moving. address as soon as planning begins in order to keep the arrival and departure MVP/All-Stars, and officials. Departures will be handled in a comparable manner with an 5. Federal Air Marshalls – Provided extra security at the airport during our heavy use information current and accurate. Without this direct access to the flight itineraries, emphasis on ensuring that all luggage is reunited with the guest prior to departure. days and helped with crowd control in the terminal. the information available becomes confused, inaccurate, and untraceable. Luggage Assistance to Delegations: Within each arriving delegation, a “luggage contact” will 6. Delegation Services – Gathered all flight information from this group and worked 4. The All-Star Fans were greeted at their arrival gate by volunteers coordinated and be designated, and they will maintain a luggage inventory and assist logistics with the closely with the Delegation Welcome Center to ensure as many people were aware of recruited by the CE Group and SOI. They were assisted with their luggage and directed identification of Games luggage for loading onto the logistics trucks. Airport Operations staff arrivals as possible. to their motor pool transportation. Based on recommendations from the airport staff, will also work closely with the BOI administration team to ensure information about flight 7. Accommodations – Worked closely with this group to ensure those delegations not it is suggested to not greet All-Star Fans at the gate. Considering the last minute nature arrival / departure times is readily available to both groups. participating in Home Stay to alert that groups arrived either early or late to secure of these guests and their unwillingness to commit to schedules until just before the The luggage will be managed by a person designated within each delegation and the Idaho reservations and beds for all delegations. Also proved invaluable to work with for event, it places too much stress on the staff to escort all these greeters through National Guard. The delegation appointed luggage person will maintain an inventory of the departures as we could check directly with hotels to see if groups had been collected security for one person at a time based on last-minute information. bags and help with identifying Games luggage as it comes off of luggage carousels. The ID from accommodation site for delivery to the airport. 5. Officials were provided with motor pool transportation based on the flight information NG will assist in the transporting of luggage from carousels to a logistics truck, transporting 8. Host Town – Alerted this group of delays/early arrivals to communicate changes to provided by the Sports Department. MVP Fans and family members were not provided to the DWC, and then the unloading of luggage at the DWC. Logistics trucks will be staged in volunteer host families. with transportation or luggage assistance by the GOC from the airport; however we did a BOI staff parking area outside of the terminal adjacent to the Sun Valley Room, which will 9. Main Area Command –Wade Morehead communicated arrivals and delays to all maintain information desks staffed with volunteers specific to each group and be serving as the lounge for both volunteers and logistics truck drivers. The inevitability of a groups to alert them to additions to our population of delegates in the Games arena. provided local transportation info. These three groups seemed to experience very few lost piece of luggage or equipment presents us with the challenge of establishing and 10. Transportation – Worked closely with transportation to keep buses, cars, and various problems, it was organized and operated smoothly. maintaining a luggage hot-line, of which the airlines are aware and instructed to use, to other means of ground transportation moving and reliable. 6. Departures were more of a challenge for our airport than arrivals as we were limited to speed the process of reuniting a delegate with his/her lost luggage 11. Idaho National Guard – Joint task force owned luggage movements, bar coding, the amount of luggage and gear that would fit the equipment flying out of Boise. Key Responsibilities: A primary responsibility of the Airport Opss team will be to establish collection and distribution of over 7,000 luggage and equipment bags from airport to Delegations were delivered to the airport along with their luggage, where ID NG and maintain the relationship between the GOC and the Boise/SLC Airport administration, DWC, hotels, and competition venues. assisted with unloading the buses. TSA requires all passengers to be responsible for primarily with Jerry Murphy (Airport Security) and Jerry King (Airport Operations). By Schedules/Timelines: It is imperative to create Daily Competition and Activity Schedules carrying in their luggage for check-in. By staffing an info desk several hours before the opening these avenues of communication, we will be able to provide an airport service that that include flight arrival and departure times for all client groups so all affected FA’s may first flights departed, the GOC ensured that delegations arrived at the airport with is timely and comfortable for the delegations while making it as easy as possible on airport’s evaluate scenarios to know who will and will not be in attendance or not participating in ample time to make flights and to work with the airlines in the event of confusion or daily operations. The Airport Ops team must also work in conjunction with other FA’s to activities. A detailed arrival and departure schedule which includes name of delegation, problems with flights. It also allowed a final point for delegations to return their provide the following services: Delegation Services; Family Services; Flight Confirmation & flight information, pick-up location and times is essential. This document must be Games phones, etc. This was also valuable because delegations were located at Tracking; Staff and Train Greeting Teams; Communicate Luggage Restrictions and provide prepared weeks prior to the Games to avoid undo stress on staff, volunteers and the client multiple hotels. Airport Ops worked closely with Delegation Services and the HODs to Luggage Tags to all Client Groups several weeks prior to the event; Assist with Luggage groups themselves. If something is not done to force SOI programs to provide accurate communicate luggage and weight restrictions prior to their departures. Airport movements; Develop and Communicate a Lost Luggage procedure; Provide Medical Support information at earlier date, this FA will always endure great stress leading up to and security always poses a problem with large groups, but over-communicating simplified and Services at both BOI and SLC; Coordinate with Transportation for ingress/egress; throughout future Games. the process. Once teams were through security, they were essentially on their own, Coordinate LOOK with Marketing Department; and Secure space to provide all services to but the GOC stayed in contact with airport staff in case of emergency but few problems arriving guests. occurred other than a few minimal flight delays. 2009 World Winter Games PDL: Logistics & Waste Management Functional Area Lead Team Members: • VP – Wade Morehead, Operations and Support Services • Director – Colleen Walker •Managers – Don Schaff, Jeremiah Means, ID National Guard I. Plan II. Do III. Learn Overview/Purpose: Logistics provided assets and support to 7 competition venues and 15 Schedules/Timelines: Pre-Games: There were approximately two years of planning that Successes: non-competition venues in four different cities within a 150 mile radius. LOG delivered went into developing logistics fully to support the SOWWG. The first year was spent 1. Relationship and utilization of 180 Idaho National Guardsman nearly 5000 different items to these venues and supported the communications plan as well planning for the invitational games and the remaining year was spent going over 2008 after 2. 50% recycle rate for all signage and waste by assisting with cell phone and radio dispersal and recovery. In addition to these support action reports, reconfiguring policies and procedures and honing practices to ensure a 3. Warehouse operations utilized space at WHQ and efficiently organized and operated systems LOG also, in conjunction with the National Guard, oversaw the planning and successful 2009 event. The information gathering procedures for needed equipment took under trying conditions execution of baggage delivery to all athletes at their various hotels, sometimes moving each up an enormous amount of time. The venue directors first provided excel spreadsheets 4. Budget Maintenance was a success. Estimated $100,000 cash budget, while actuals person up to five times. LOG also planned and executed Waste Management (Greening the with the needed Furniture, Fixtures, and Equipment (FF&E) to logistics. We then had to were $60,000 Games) at all comp and non-comp venues. At the conclusion of the games, LOG recovered come up with a plan on how to compress all of this data into a total rollup of all needed 5. Asset distribution plan to non-profits all assets from every venue, re-organized them, and assisted the VP/CFO with redistribution items. We did this by purchasing a software system (known as FIRST) which was a web- 6. Overcame challenges of supporting Sun Valley and McCall of these items to non-profit organizations. based, secure, database system. LOG needed to input all of the venue directors needs into 7. Relationships with key interfaces (see below): Goals & Objectives: this system in order to get a rollup, and we were still receiving requests up until games • Idaho Air and Army National Guard Units -- Load-in and load-out dates were efficient. •Receive material into the warehouse, accurately inventory, and control all Furniture, time. This process could have been streamlined by having the software system in place to The flexibility of the Idaho Air and Army National Guard was exceptional. The GOC was Fixtures, and Equipment (FF&E) donated, purchased, or borrowed for SOWWG venues. begin with and allowing the venue directors and functional area leaders to go directly into able to prioritize moving assets to venues based on venue agreements, truck •Accurately prepare, package, and track the movement of all of FF&E to and from the GOC the software like a shopping cart and select the items that were needed and delete items availability, material handling equipment, and manpower. Having a well laid out plan warehouse and all competition and non-competition venues. that they no longer needed. Games: Load-in and load-out dates were efficient. The and first-rate commutations facilitated set up and tear down of each venue. •Facilitate timely delivery of all venue FF&E in accordance with the Master “Load in / Load flexibility of the Idaho Air and Army National Guard was exceptional. The GOC was able to • Trebar Inc. – Played a key role in providing 14 Kenworth heavy and medium duty Out” Delivery Schedule. prioritize moving assets to venues based on venue agreements, truck availability, material trucks to meet all GOC logistics requirements. All trucks were well maintained, •Facilitate timely recovery, load-out, and redistribution of all venue FF&E to meet the needs handling equipment, and manpower. Having a well laid out plan and first-rate included lift gates, and had ample cargo capacity. of the GOC operations. communications facilitated set up and tear down of each venue. The FIRST system was • PODS Inc. Donated 26 Portable On Demand Storage (PODS) containers to facilitate early •Develop with each venue team a process to identify a timelines for delivery of FF&E during used to create pick slips for items that needed to go to each venue, separated out by loading of venue supplies and equipment and timely transportation. Moving FF&E into build-out, games time operation, and recovery Functional Area and room location. This system could have worked much better, but POD containers in advance of load out dates reduced congestion in the warehouse and •Develop a comprehensive plan to conduct warehouse operations (including use of material because not everything that was asked for was procured, it created confusion for the freed up much needed space. The PODS also doubled at extra store capacity at the handling equipment, vehicles, manpower, shift scheduled) to deploy FF&E to competition people that were pulling stock for shipment. For example, we had a listing of every item venues. and non-competition venues. that all functional areas had asked for to go into the Center on the Grove, in the Command • DHL Inc. Provided international and domestic shipping services to meet all GOC •Accurately identify all vehicles needed to meet Logistics Operations. Post. However, not all of those items were procured so when the individual pulling the shipping and receiving needs. DHL transported in excess of 700 inbound and outbound •Identify logistics volunteer commissioners to support all venue operations. items received the pick slip they would have to check the main list of items we did procure shipments totaling 29,400 lbs of freight. DHL provided use of a shipping scale and kept •Develop a logistics plan w/ ID NG to efficiently and accurately transport delegation/athlete to see which items they should not bother looking for. If we would have known farther in the GOC supplied with all necessary packaging materials. baggage and equipment b/w the airport, DWC, hotels, and sport venues. advance which items were not going to be procured we could have deleted them out of • Sprint Inc. Furnished the GOC with over 900 cellular phones and USB modems to meet •Develop/implement shipping & receiving practices to effectively manage the flow of goods the system. Post Games: It would also have been helpful to have a solid recovery plan communication requirements. The majority of all cellular phones were equipped with and information to worldwide destinations in an efficient and economical manner while before load out. If we could have known exactly where all items were going to be donated Nextel direct connect service which allowed instant direct talk service between users meeting GOC requirements. to, we could have delivered some of them directly to organizations that were to receive and the ability to program user groups. The sprint phones enhanced productivity and •Develop an environmentally friendly and efficient waste management plan at each venue. them. Instead we had to receive them back into the warehouse, organize them, house saved time communicating logistic requirements. Objectives: To develop a solid logistics plan to efficiently manage the flow of goods, them, find out who was receiving them, and then package them up for delivery or pickup. • Tates Rental – provided phenomenal support to logistic GOC operations. Tates information, and other resources between a point of origin (GOC-WHQ) and the point of Events: Logistics worked with the venue directors, the National Guard, and the DOD provided use of forklifts, material handling equipment, banding equipment, tables, consumption (competition and non-competition venues) in order to meet the requirements contractor to arrive at appropriate load-in and load-out times that would work for chairs which facilitated warehouse operations and training requirements. of the end user. Logistics Operations plan will involve the integration of information, everyone involved. This was not finalized until the week of the games. Pre-planning had • Department of Defense – Provided over $2.5 million in logistical support for the transportation of assets, positive inventory control, warehousing, material-handling, and been done for these dates and times, but due to the DOD contract being awarded late we Invitational and World Games. This included portable structures (tents, floors, heat, packaging. The (FIRST) database system was developed to facilitate these functions. were not able to talk with the contractor to find out what their set up time schedule was power, etc.); 1,000 military radios and equipment; Equipment (forklifts, transportation, Key Responsibilities: Pre-Games: Logistics will work with each venue director and and this caused us to have to re-evaluate our dates and times. etc.); and video surveillance cameras. functional areas (FA) to accumulate all FF&E requests for each venue. Logistics will receive Waste Management – Key Interfaces: Provider(s) of Inputs, Information and Services: The Challenges: all games FF&E in the GOC warehouse and segregate items by venue. Games Time: Logistics providers that had the greatest impact on the SOWWG were Lake Shore Disposal (McCall), 1. Not having a full time procurement department hampered the GOC’s ability to will prepare, package, deliver and recover all FF&E to and from the venues. At the Western Recycling, Allied Waste, ABC Sanitation, and Clear Creek Disposal (Sun Valley). effectively identify like FF&E requirements across the venues and synergize the conclusion of the games, Logistics will recover, inventory, and segregated FF&E for These companies provided portable restroom services, trash and recycling services. Once purchase of like items. Prior to games week venue directors used debit cards to reallocation. Post Games: Logistics will work with the VP/CFO to reallocate all FF&E to the these groups were contacted they were a great resource. Lake Shore, Western Recycling, purchase needed items which were not on-hand. A sound procurement process and proper owner, and/or non-profit agency receiving goods. Waste Management: The WM FA and Allied Waste provided their service at no cost to the GOC. ABC Sanitation provided inventory tracking system would have minimized over-ordering and last minute has the responsibility of providing trash, recycling, and portable restroom services at each their service for a 50% discount. Clear Creek Disposal provided their services for a 20% shopping venue. Planning, in large part, was to be performed by the “Greening the Games” discount. Receiver(s) of Outputs, Information and Services: All venues received service 2. Lack of procurement director completely altered Logistics Plan. FF&E wants were committee. Games Times: WM will work with each venue director to assemble a list of from the providers whether they used a trash can, recycling bin, or portable restroom. never vetted to include actual items purchased which made software program anticipated attendance numbers (i.e. delegations, spectators, and volunteers) in order to Logistics Department Staffing: The Logistics Director oversaw the Managers of Waste worthless in tracking FF&E from warehouse to venues. This also made the recovery secure the correct number of trash, recycling bins, and portable lavatories, and to ensure Management and Warehouse Operations. The LOG director was the primary liaison for ID process less effective and confusing timely maintenance and service of all waste fixtures. Venue Directors are to enter an alert in National Guard support as well. This position also worked directly with the Logistics 3. Logistics Volunteer Support FIRST if they are aware of a shortage or need concerning waste management. Commissioners assigned to each venue. Initially, the Logistics Director and Logistics 4. Lack of integration, communication, information, and schedules Legacy: Manager attended all venue meetings until every general volunteer and ID National Guard 5. Not always clear regarding actual role of ID NG and services to be provided 1. Developed Event-Friendly FF&E software system (FIRST) to be used from the beginning Venue Logistics Commissioner position was filled for all competition venues. Each non- 6. Lack of funding for experienced staff, equipment, and IT support of the planning stage and recommend to SOI for the next games due to its time-saving competition venue was staffed with one Logistics Commissioner for each location in Boise, Key Learnings/Recommendations: ability and ease of use in identifying FF&E needs. Sun Valley, and McCall. The primary function of the Logistics Commissioner at each venue 1. Venue Directors must work with FA POC’s to determine realistic FF&E needs per venue 2. Share Ops Plans and AAR’s with venues to assist in future logistical planning for events. was to attend meetings to share information regarding the department and to serve as a and provide this to LOG. 3. Handle all assets in a safe manner so that all equipment and supplies may be POC for all questions and issues that would arise involving Logistics. This person would 2. LOG staff should communicate directly with Venue Directors and should not have to redistributed to local non-profits. then be the on-site POC during the event. The LOG Director also worked directly with the work directly with every FA. 90 ID NG soldiers who worked at WHQ as a part of their Joint Task Force responsibilities. 3. SOI should procure a LOG software system, and recommend its usage at future Games. 2009 World Winter Games PDL: Public Safety (medical & security) Functional Area Lead Team Members: • VP – Wade Morehead, Operations and Support Services •Volunteer Commissioners – Kevin Johnson (Security), Troy Hagen (Medical), Deb Drake (Public Safety) I. Plan II. Do III. Learn Overview/Purpose: The Public Safety Operations section of the 2009 Special Olympics Main Area Command – Communication Hierarchy Successes: World Winter Games had a fairly broad scope of responsibility which included emergency 1. Key Interfaces: Interfaces for Medical Services went very well. Relationships were Area Command response to non-venue activities, support for venue medical centers, venue medical established and maintained early and the relationships were evident by the small response, background investigations of volunteers, zone access, security response, and Operations/MCC PIO number of personnel issues that occurred during the Games considering the large Finance/Admin crowd control. number of agencies and personnel involved. The Unified Area Command (staffed 24/7) The mission of Public Safety is to provide professional health care services and security Logistics Safety was critical to address all interface issues. The representatives from law enforcement, services to all associated with the 2009 Games. medical, emergency management, the GOC, and all other pertinent players had direct 1. Medical services will always be provided in the best interest of the individual. We will Planning Liaison access to one another to effectively handle all issues. strive to return the athlete to the sporting event in an efficient and timely manner, and Sports Competition Venues Ponderosa State Park Special Events 2. The 2009 World Winter Games was a great success regarding medical and security Special Olympic Town Idaho Center the non-participant will be provided a seamless transition into the community health Dollar Mountain Sun Valley Resort Bogus Basin Boise Centre on The Grove Opening/Closing Ceremonies services for the GOC, SOI, the medical providers, the LE providers, and the State of care system. Qwest Arena Idaho Ice World Assessment Team Safety Assessment Team Safety Idaho. The level of service could not have been provided if it were not for the Expo Idaho 2. Security services will work with local First Responders, local jurisdictional agencies, and Assessment Team Safety outstanding contribution of all involved in the planning and operations of this event. It state and federal agencies to provide a safe environment for delegations, volunteers, Law Enforcement Medical Law Enforcement Medical is the intent of the three Commissioners and both committees that the Medical staff and attendees of the 2009 Special Olympics World Winter Games LE Medical Fire Operations Guide and this AAR can be used to ease the planning and continually Fire Goals & Objectives: The goals for Medical Operations included (Medical Services Operations Fire improve public safety services for the all subsequent SOWWG. Guide Issue 1.03, January 27, 2009): 3. The short timeline that led up to the games was certainly filled with numerous planning •provide emergency medical care at Special Olympic events Budget: Due to the difficulty in fund raising, the hospitals became major sponsors and activities. Special credit should be given to Deb Drake, Troy Hagen and Harry Eccard for •provide for medical needs for athletes and delegations supplied and staffed the venue medical centers, while the local government and EMS the countless hours they invested in planning for the medical response to the games. •as soon as medically feasible following consultation/treatment, return athlete to delegation agencies also stepped up to provided the necessary medical and security services to help Security planning was a success due to the time invested by Kevin Johnson and Bill •track and monitor all patient encounters throughout the medical services system protect the health and welfare of their communities. The medical volunteers including Gardiner. Their leadership & dedication led to the success of these FA’s. •Develop Medical, Security, Main Area Command, and Crisis Management Plans doctors, nurses, EMS personnel, Athletic Trainers, and the Medical Reserve Corp were Recommendations: Overall procedural recommendations for subsequent Games: •provide a comprehensive after action report of Medical Services paramount to keep the cost of services to a minimum. Most care provided at venues was Paperwork process. The 2008 Invitational Games used the paper Patient Encounter Forms Structure: Medical Command Center at no cost to the patient unless the care incurred additional services and costs such as at the venues and sent the paper forms to the MCC for input into the electronic Medical Medical Command Center portable X-ray or transport to the hospital via ambulance. Any admission to urgent care Encounter System (MES) database. The 2009 Games intended to use the MES to review Operations Section Chief centers, hospitals, or pharmacy services were billed to the patient’s insurance provider or patient encounters and not collect the paper forms until the end of the Games. It became Venue Medical Branch Director the GOC medical insurance provider. Public safety agencies each bore their own too problematic to track encounters and ensure all were entered without the paper forms. Emergency Response Group Supervisor Venue Medical Center Group Supervisor Medical Transport expenditures. Some agencies, knowing this event would be taking place in their The venue patient logs were helpful, but the paper forms were necessary to verify all jurisdiction were able to budget for the expense. Due to unforeseen increases in events, patients had been entered. Future medical committees must ensure a system is established Ski Patrol Physician Ambulances venue changes, and last-minute visits by high-level dignitaries, no single agency’s budget to collect individual patient encounter forms (either paper or in electronic form) on a daily EMS Teams Nurses Non-ambulance was adequate. These events tapped further into each agency’s resources. No basis. transport services reimbursement from sources such as the GOC or SOI occurred. Proof of Loss form. The GOC medical insurance policy required a patient signature on a Athletic Trainers (field of play) Medical Unit Clerks Schedules/Timelines: Pre-Games: A Medical Planning Team was established that Proof of Loss form for all claims. This was problematic to achieve at the time of service and included hospitals, EMS agencies, physicians, ski patrols, athletic trainers, and public considerable time was spent trying to gather signatures after the encounter. It is Physical/Massage Therapist health. The Security Planning Team included city, county, state, and federal law recommended the Proof of Loss form be signed by all athletes at the time of registration. enforcement agencies. The Medical Commissioner, Security Commissioner, Public Safety Have resources available before the first athlete/delegation arrival. From both Area Structure: Security Command Center Commissioner, the Games Organizing Committee (GOC), and Emergency Management Command and medical and security perspectives, resources must be available to handle were also instrumental in the integration of medical services and security into the overall GOC, public safety, and medical issues starting at the arrival of the first delegate. While not public safety plan. This team collectively established the medical and security required by SOI rules, issues still occurred and needed to be addressed. The GOC must have philosophies, goals, and procedures to care for all patients, delegation members and enough resources designated to Delegation Services to handle a large number of calls to general public associated with the Special Olympics. address issues occurring during transport and arrival to the Games. The Security Planning Team had the responsibility of completing approximately 10,000 Develop a more secure credentialing procedure. There were too many individuals with volunteer background checks. This large number of backgrounds overwhelmed access to the GOC credentialing staff, which led to credentials being issued without the authorities, whose resources were stretched due to other security events occurring at the knowledge of the Security Commissioner. same time. Additionally, Host Town volunteers were not identified until months after the All-Star/SOI credentialing. Late in the planning it was determined that All Star access would deadline established for background submission, and this led directly to the issuing of not be sufficient for what SOI wanted the All Stars to participate in. These credentials must credentials to four individuals and one Host Town volunteer who were disqualified. These have the appropriate ZA designation to avoid confrontations at access points. Important to credentials were ultimately recovered by law enforcement before they could be used. note that SOI provides the credentialing guidelines to security who enforces the guidelines. Special recognition goes to Idaho’s Bureau of Criminal Identification who completed To avoid conflicts at access points, SOI personnel must be educated (webcasters, staff, VIPs, background checks on 1,709 individuals one week prior to the start of the games. etc.) in and willing to follow the credentialing guidelines. AS schedules were inaccurate. The largest challenge facing a wide-area event such as the Special Olympics is the multiple Asylum issues. During the games, two athletes and one coach were reported missing. Each jurisdictions involved in planning and operations. Developing Games-wide goals, strategy, individual left without reporting to their Head of Delegation, or governmental authority. In and procedures is necessary for standardized reporting and response. However, flexibility each case, law enforcement agencies, SOI, and the GOC worked closely with each other to is still essential to cater the plan to address specific venue needs and local jurisdictions. provide necessary information regarding the delegates. Legacy: The 2009 Special Olympics World Winter Games gave the public safety/first Each venue formed their own planning team with the Games Organizing Committee (GOC) Other recommendations: Increase vol shift times to ensure staffing is in place upon responder community in Idaho the opportunity to come together to produce a product that representative, local jurisdictional authorities, medical providers, and law enforcement delegation arrivals through their departures from venues; contingency plan with other FA’s would provide the highest level of professional medical care and safety to the Special agencies to develop venue-specific plans. All plans were vetted through the Medical and for possible changes in schedules; overstaff vols to avoid exhaustion & schedule break times Olympics organization. A vast amount of time was invested in planning for the games. That Security Commissioner to ensure the Special Olympic International (SOI) and the GOC to rest/eat/experience; vol ZA training imperative; over stock water at both ceremonies b/c coupled with the amazing cooperation of multiple local, state and federal agencies, requirements were fulfilled. The 2008 Invitational Games provided the ability to test the dehydration cases are imminent; medical presence at airport for arrivals is essential; sport hospitals, communities and professional organizations provided the Games Organizing plan and make adjustments before the 2009 World Winter Games. The smaller scale officials must integrate w/ medical prior to competition; portable X-rays at FH venue. Committee with a legacy that will certainly aid committees in planning for future games. Invitational Games was invaluable and this practice should continued for future SOWG’s. 2009 World Winter Games PDL: Press Operations Functional Area Lead Team Members: • VP – Wade Morehead • Sr. Director – Michele Walker • Manager – Lindsay Choules I. Plan II. Do III. Learn Overview/Purpose: Period Activity Successes: 10 months out Set up press credentialing booking procedures & portal • All press were handled professionally and got what they came for due to • The Press Operations team is obligated to provide the best possible Set up accommodation booking procedures good, solid planning and the recruitment of professional venue press infrastructure, facilities and services for members of the credentialed Creation and/or updating of press mailing list personnel press Preliminary information to the Press • High quality and professionally designed Press Centers • This obligation recognizes level of service limitations due to the GOC’s General plan for press activities • Mailing out media credentials in advance financial ability to prepare and deliver of all press facilities, services Staff recruitment • Having Skype available for media and athletes to connect Press facilities location and plan (press centre, tribunes, • The electronic Media Guide - to fall in line with our “Greening of the and information at Games-time in cooperation with the media mixed zones, etc) Games” project – it was downloadable online and USBs distributed relations activities that the GOC carries out Sept 2008 Start to recruit press team volunteers • Photo and Documentary bibs Oct 2008 Confirm press credential to registered media • Reacting successfully to the Vice Presidential visit on such short notice Goals & Objectives: Photo and camera positions approved Nov 2008 Plan press working spaces Challenges: • The level of service provided for the media falls under the auspices Define FFE and IT needs • Not being able to enforce strict media registration deadline puts undue and direction of Special Olympics International (SOI) in cooperation Outline job plan for media guide and collect information stress on planning and budget – Re: quantities, space , IT, results with the Games Organizing Committee (GOC). Dec 2008 Train press attaches distribution requirements, etc. • SOI offers basic parameters to the Idaho-based Games GOC, so that Weekly briefing to Venue Press Chiefs • Press conferences were poorly attended – feedback suggests they its contractual agreements can be met, and exceeded, if and when Jan 2009 Production of information on competitors/event lacked substance possible. Finalize press kits • Documentary team – great concept, lacks in preparation and • It is the responsibility of the GOC to provide the best possible cost- Detailed planning for press activities and information seriousness of access control entitlements effective infrastructure, facilities and services for members of the distribution during event • SOI’s failure to comply with our agreed upon procedures and making credentialed media Guidelines for staff last minute, unnecessary changes, which left the GOC dealing with • This obligation recognizes the emphasis SOI places on the role that Feb 1, 2009 Setting up of press centre; staff training and testing unhappy and frustrated media the media play in communicating about the Special Olympics procedures and facilities (IT and telecommunications) • SOI’s failure to comply with opportunities to get VIP guests interviews movement and in helping uphold the fundamental principles of the Games Time Managing of press services – press conferences, for the Ceremony broadcaster – another last minute change movement transportation, results distribution, information services • Viewpoints Media Registration portal was taken off line several times without the GOC being notified Main Press Center Layout Photo & Doc Bib Design • Viewpoints inflexibility to assist in a timely fashion with ongoing media Key Responsibilities: registration • Lack of media savvy volunteers and in some case, a lack of volunteers • Press Operations is responsible for planning and executing a program that meets all journalists’ needs, both for competition and non- Key Learnings: competition venues (tables and chairs) • Documentary team needs to have criminal background checks if they • To execute this service plan, Press Operations is divided into the want the access they expect at World Games following divisions: • The level of service for the media is defined in cooperation with budget restrictions and planning processes of other Functional Areas (ie. Main Media Center transport, catering, accommodations) Venue Media Sub Centers and Operations – Competition • Local media were not as savvy with major international Games planning Venues Type of Media Registered Media and processes - so patience, education and managing expectations is Venue Media Sub Centers and Operations – Non Broadcasters 172 key Competition Venues • Difficult to find volunteers who know how to deal with foreign press Print 106 Opening and Closing Ceremonies Documentation – Photographic, Digital, Video Photographers 105 Recommendations: Press Attaches and Staffing • Teach the media how you want to be treated – by enforcing deadlines Delegation Member 32 you show that you are serious about your planning for them and the Registration and Credentialing Videographers 24 product you want them to cover Legacy: • Have the ability to make changes to the registration portal and print Radio 2 • To leave SOI with a press operations plan that they can execute for credentials at the Main Press Center Total 341 from 34 Countries • Always use media professionals for key volunteer roles future Games 2009 World Winter Games PDL: Credentialing Functional Area Lead Team Members: • VP - Wade Morehead • Sr. Director – Michele Walker • Manager – Reuben Silva I. Plan II. Do III. Learn Overview/Purpose/Goals: Registration Deadlines vs. Registration Reality Successes: Group Deadline Data Received • Between 12,000-15,000 professional credentials were produced • The functional purpose of the GOC credentialing team and SOI Staff October 1, 2008 January 23, 2009 • Early ordering and testing of equipment and supplies All Star Fans November 15, 2008 January 16, 2009 department is to provide all official participants with credentials that • Advance distribution of delegation credentials resulting in a positive All Star Fans SV November 15, 2008 January 26, 2009 allow them access to venues and entitlements appropriate to their ASF SV Volunteers September 30, 2008 February 1, 2009 and organized GOC image and less work at the DWCs functions at Games ASF Volunteers September 30, 2008 January 16, 2009 • Distributed all credentials ‘just in time’ despite all missed deadlines • The credentialing department of the GOC shall ensure that MVP November 15, 2008 December 17, 2008 • Secondered Reuben Silva from SOI, and his integration into GOC IGM October 1, 2008 October 1, 2008* credentials are accurate, efficiently delivered to the Games • Back up plans for missed deadlines by adding “Passes” to the program GYAS October 1, 2008 October 1, 2008 participants, and aid in the smooth operations of the Games SO Live September 30, 2008 January 27, 2009 • Addition of Americorps team unbelievably valuable • The department shall also oversee a standardized registration system SO Live BSU September 30, 2008 February 6, 2009 • Access Control Points actually enforcing information on credentials for data collection except those individuals (delegations) registered Technical Delegates October 1, 2008 October 1, 2008* • GMS stepping up to take on over 75% of total credentials produced GOC Board November 15, 2008 January 21, 2009 using GMS • Upper management support during a challenging time GOC Staff November 15, 2008 January 18, 2009 GOC PSP September 30, 2008 January 23, 2009 Challenges: Key Responsibilities: GOC Media November 15, 2008 November 15, 2008*+ Volunteers January 1, 2009 January 1, 2009* • Missed deadlines by almost all constituent groups put undue stress on +*Note: Only 4 groups met deadlines…Media registration never technically credentialing to deliver credentials on time Production and dissemination of agreed standards and policies closed so it was ongoing and updated in a timely fashion • Major delay in receiving credential template from creative • Viewpoint: inability to deliver 50-100% of their commitment; would Credential Design Credentials Produced not train GOC staff on VP database; not flexible to make changes or Oversee development of Games registration data collection and use different hardware; printed credentials without GOC sign off; had Viewpoint GMS finalize and communicate registration deadlines to re-key in data instead of uploading; reprinting of volunteer Group Number Group Number Vols 2751 Delegations 2933 credentials at the UDACs affected our credential supplies Finalize all components including layout, content and types of passes Media 444 SOI Groups* 2676 • GMS was to only print delegation credentials (2933) but had to pick Families 1,560 (2x) GOC Groups* 3641 up another 6317 in order to make the Games deadlines Work closely with all groups, functional areas, departments , DAL’s 110 • SOI’s priorities and failure to comply to deadlines and unrealistic programs, etc. to gather information for venue and zone access and Groups 1500 * Last minute expectations on a one-man credential production team (see note entitlements for access, feeding and transportation Total 6365 9250 above) • Lack of experience, expectations, and the sense of entitlement of SOI Determine hardware, software and equipment needs – printers, groups for access to areas Passes - not all necessarily distributed laminators, pouches, cameras, lanyards Key Learnings: Group Number Day 800 • Do not trust that constituent groups understand the importance of Determine needs and design layout of pre and Games time Upgrade 1150 registration deadlines credentialing centers and UDACs Guest 500 • Do not decide entitlements/zone access/access control points – CRE Vendor 390 only PRINTS the credential and does not own what goes on it Produce credentials in a classified & secure environment • Produce credentials in a secured environment Facility 939 Entertainer 600 • Incomplete submission or inaccurate data results in incorrect Total 4379 credentials Distribute credentials in a timely and organized fashion Recommendations: Actual Budget - $13,544.11 Continue to produce, replace, create, change credentials during pre • Have enough staff to react when no one meets deadlines Credentialing Equipment/Supplies purchased from USI Lamination: and Games time • Ensure that GOC FA staff is integrated and fully understands their • 300 USI Opti Clear Pouch Film Item 6555 $15.20 per pkg. of 50 responsibility for the entitlement decision making process • 80 3M Self-Laminating Pouch Item 7087 $ 21.40 per pkg. of 25 • Be flexible and expect the unexpected • 11 HD 1200 Heavy Duty Pouch Laminator Item 7306 $252.00 each • SOI should invest in an inclusive software that will handle all groups • 10 Desk Top Slot Punch Item 7752 $45.00 each and produce credentials • Lanyards were donated by Sprint • Order of 24 packages of lamination pouches Games time due to View Point mistakes 2009 World Winter Games PDL: Way-finding Functional Area Lead Team Members: • VP – Wade Morehead • Director – Michele Walker • Coordinator – Colby Donicht I. Plan II. Do III. Learn Overview/Purpose: Schedules / Timelines: Successes: • Way-Finding involves directing the flow of people and traffic to • Approximately 4000 Way-Finding signs were produced and specific destinations within and around any given venue by means of Pre Games Timelines: installed signs • Flexibility & diligence - 8+ revisions • Supply logical, visible and easy to follow signs that are placed Information Gathering - 8 months out, work weekly with venue • Cooperation with LOOK & design was excellent once strategically throughout a venue personnel to gather venue signage needs and identify production communication was established & production requirements were • Identify key landmarks, locations and areas that are associated at the schedule; continually communicate with venue personnel to capture any set venue venue movement changes • Only two staff controlled the signage templates which allowed for concise and accurate changes, updates and revisions Goals & Objectives: Asset Tagging - Signs are assigned a code that consists of the venue • Having peel and stick arrows for signage allowed for flexibility of • To identify all Way-Finding signage needs at all competition and non- abbreviation, followed by a number (BBS_001) which corresponds with last minute changes and reduced the need to reprint signs if and competition venues for the Games the item number in the Way-Finding Signage Template; number will be when things changed at the venue • To supply all competition and non-competition venues with logical, visible on the back of the sign after production for inventory purposes • Addition of the Change Request Form kept any last minute, pre- visible and easy to follow Way-Finding signs that are affordable, Put Away - As signage arrived to the GOC warehouse, the team assists production changes organized functional and flexible warehouse Logistics to help sort, inventory and organize by venue and Challenges: Key Responsibilities: numerical venue code in preparation for venuization • Lack of early coordination with LOOK to devise a standard template • Participate in venue walk-throughs and site visits, to identify signage Games Time: that also worked for the production company – resulted in time needs and strategic locations for signage positioning consuming template changes • Work closely with all Venue Managers to ensure that all areas within Delivery of Way-Finding Signage to the Venues – Logistics delivered • Due to so much signage, the way-finding team helped logistics with their venues have signs that clearly direct the flow of people and signage to the venues, where the wayfinding staff is responsible for the inventory and preparing the signage for delivery to the venues traffic, as well as identifying key landmarks, locations and areas at accurate installation; Venue load-in order was: 1) FF&E delivered to FA; in order to eliminate the number of potential errors their venue 2) Information Technology ; 3) Way-Finding Signage. • Volunteers for Way-Finding installation were cut from the VSS • Allow as much control of signage needs/requirements as possible to count, & signage installation had to be dependent on the volunteer the individuals that run the venues and functional areas Post Games and Recovery: support at the venue, at times taking volunteers away from their • Consult with all constituent groups on Way-Finding and interior signs assigned positions, thus making the venue load-in very hectic necessary to run their venue and/or functional area • Recover all signage and check venue for any damage • Have a minimum of 3 to 4 people assigned to help with Way- • Coordinate and capture all signage needs and requests in a central • Do Asset Recovery at Games warehouse for missing and damaged Finding signage install database items • White font on lime green background signage did not work well for • Provide content/copy, size and location of sign requirements to LOOK • The signs were inventoried and signage was put up for other SO transportation signage, especially from a distance or with snow for production programs for reuse • LOOK was tasked with final sign off on copy for Way-finding, but • Provide suitable finishing detail information dependent upon • Post Games, all signage was located in one central designated area due to limited HR in LOOK department, Way-finding assumed this indoor/outdoor sign location and installation purposes of the GOC warehouse. All signs were Games specific, they would be responsibility • Provide suitable hardware detail information upon indoor/outdoor very difficult to reuse in any way. Most of the signs were sent to a and pavement/no pavement sign location and installation purposes recycling facility Key Learnings: • Ensure that all signs designated to a specific venue are inventoried, • Venue Directors are in charge of their venues and it is important to Budget – Planned vs. Actual organized and properly staged for proper and successful delivery of ensure that their signage needs are met and accounted for. Venue signs by Logistics to the correct venue Directors need to engage in this process to assure that a • One Wayfinding coordinator and volunteer venue commissioners, • Provide a detailed FF&E materials list to Logistics professional working relationship will exist with WF Coordinator kept the staffing budget to a minimum • During Games time, the WF Coordinator should visit all venues Legacy: • Have volunteer installation support at the venue during venue • All other budget for Way-finding signage was located in the LOOK • Experience for the staff load-in, games time and venue load-out. budget under the Marketing department • There are no expectations that any legacy, other than experience, is Recommendations: left behind for Way-Finding signage • Participate in venue walk-throughs and site visits, to identify Way- • Work in conjunction with the producers of the signs to assure that all Finding sign needs and strategic locations for where signs will be flexible and rigid signage is recyclable in accordance with Greening placed/positioned the Games initiative. • Have enough installation support who can implement the plan • Allow venues to keep signage appropriate to their venues. • Always sign off on any sign before it is permitted to be printed • Provide SO ID with signage to off-set costs for their future events. 2009 World Winter Games PDL: Radio Communications Functional Area Lead Team Members: • VP – Wade Morehead • Sr. Directors – Jim Bailey, Steve Bennett & Michele Walker I. Plan II. Do III. Learn Overview / Purpose: Venue Communications Network Operations • Each venue radio system is comprised of 16 channels (i.e., frequencies) that allow users to communicate with one Successes: 1. Operations, Sports, Venues, and Press • Create an integrated another Ops worked as a team to define communication system for the • During Games, the number of frequencies will be limited ensuring the most practical use of these frequencies; this frequencies, determine all venues in Games to include all sport venues, requires an efficient radio channel design and effective management of the airwaves need of radio communications, athlete villages, the warehouse, • The matrix for each venue was determined by consultation with the Functional Areas and a representative of the determine which Functional Areas Delegation Welcome Center, Department of Defense. warranted radio communication capabilities, and determined total medical, security, and other • Proper radio protocol will assist everyone on-site in keeping transmissions orderly and effective number of radios needed per venue. related entities involved with the • Improper radio use will interfere with the efficiency of the overall operation and can lead to potentially hazardous 2. Worked in conjunction with DoD to 2009 Special Olympics World situations assure that 1,000 radios were delivered Winter Games Organizing • Although Functional Area (FA) users will be assigned to designated channels, it will be possible for users assigned to on-time to WHQ, properly programmed prior to distribution, and shipped back Committee in Idaho. different talk groups to communicate with one another to Department of Defense (one lost • Given the significant number of users on each channel and the limited number of available frequencies, the radio unaccounted for). management of the airwaves is vital 3. Sufficiently staffed each venue with • To control traffic and keep track of users, the process for monitoring channels will be directed by the Venue Managers distribution volunteer to sign out/in all Key Responsibilities: • Specifically, if an individual needs to communicate with someone on another channel, he/she changes to that FA radios on-site. 4. Trained staff to effectively utilize radios. channel Challenges: • Identify the communications • The highest priority call is a life-threatening situation - any transmission for a life--threatening situation (i.e. "medical •In 2008, the DoD and Public Safety needs emergency") must be given priority Commissioner relied on the expertise of two • Design communication system to • Base will frequently provide general announcements to all users, such as "5 minutes until gates are opening” or "may Amateur Radio Network administrators to advise, train, and develop the plan for Radio meet the needs of all entities conduct radio checks" Comm at the Invitational Games. • Manage the implementation of • Both a name and number will designate each frequency or channel Communication b/w the three groups was the system design poor and led to a breakdown in the system • Develop an on-site delivery, Example of Actual Radio Channel Assignments and the departure of these two storage, asset protection, Commissioners. BOISE VENUES •The Department was unable to find and distribution, maintenance, and ZONE A ZONE B ZONE C maintain a Commissioner for this FA, and recovery plan for all radio Competition Venues Non-Competition Venues Opening/Closing Ceremonies monies were not available to staff this communication equipment at Ch Channel Title Functional Area Channel Title Functional Area Channel Title Functional Area position. 1 Venue Dir Venue Director and all Commissioners Venue Dir Venue Director and all Commissioners Venue Dir Venue Director and all Commissioners •The ID National Guard indicated on several each comp and non comp venue. 2 VM/Site VM / SITE / RISK / LOOK / IT / MERCH VM/Look VM / SITE / RISK / LOOK / IT / MERCH VM/Look VM / SITE / RISK / LOOK / IT / MERCH occasions that the Joint Task Force would • Manage the system-wide 3 Security SECURITY Security SECURITY Security SECURITY own this responsibility but ultimately chose operation 4 Medical MEDICAL / SAFETY Medical MEDICAL / SAFETY Medical MEDICAL / SAFETY not to assist. 5 Log\Vol LOG / FOOD / VOL Log/Vol LOG / FOOD / VOL Log/Vol LOG / FOOD / VOL • Ensure the communications Key Learnings/Recommendations: 6 Del\Lang DEL / GUEST / LNG / INFO / FAM Lang/Gst DEL / GUEST / LNG / INFO / FAM Del\Lang DEL / GUEST / LNG / INFO / FAM system is maintained during 1. Radio Communication capabilities 7 Press PRESS OPS Press PRESS OPS Press PRESS OPS Games 8 Timing A SPT - Timing A SO Town SPECIAL O. TOWN EMCEE EMCEE should be venue specific, as there is no reason to communicate with other • Identify training needs for the 9 Timing B SPT - Timing B Hlthy Ath HEALTHY ATHLETES Lighting Lighting Tech venues. The Venue Manager, Public 10 Timing C SPT - Timing C Sprts Exp SPORTS EXPERIENCE Prod Production efficient operation of the 11 FOP SPT - Field of Play / Staging Guard 1 NATIONAL GUARD 1 Announcer Announcer Safety Commissioner, and Medical communications system and to 12 Officials SPT - Officials / Results / SID Guard 2 NATIONAL GUARD 2 Committee Committee Commissioner are the only three who ensure that training is 13 Spts Talk SPT - Open Talk Guard Log NATIONAL GUARD LOG RPTR Staging Staging should have the radio capabilities to 14 Awd Stg AWARDS - Staging / Prep AP Ops AIRPORT OPERATIONS RPTR Open Tlk1 OPEN TALK 1 communicate with other venues, WHQs accomplished 15 Awd Prod AWARDS - Production Open Tlk1 OPEN TALK 1 Open Tlk2 OPEN TALK 2 and Main Area Command. • Recover all borrowed, loaned, 16 Open Talk OPEN TALK Open Tlk2 OPEN TALK 2 Open Tlk3 OPEN TALK 3 2. Two experts should on-staff as paid leased, or other communication employees of the GOC to manage radio equipment that needs to be communications and cell phone Highlighted channels have shared frequencies and have the potential to be "busy" at any given time. assignments. An Operational returned Text in Red indicates that it does not show in the display, but these FA's will be located on the given Communication Functional Area should channel. be staffed by every future GOC. 2009 World Winter Games PDL: Non-Competition Venues Functional Area Lead Team Members: • VP – Wade Morehead • Sr. Director – Michele Walker • Director – Hallie Stoller I. Plan II. Do Non-Competition Venue Operations Plan Boise - World Headquarters Sun Valley • Open 24 hours per day • NOTE: Highlights Only- Similar services and planning as McCall • To effectively plan support services for events, spaces, properties or • Access Control policies were implemented Athlete Dining - Presbyterian Church of the Big Wood assets at non-competition venues • Provided a hub for the following functional areas • Breakfast – February 8-13, 2009 - 06:00-09:30 • Transportation and Bus Depot • Dinner - February 8-12, 2009 - 16:00-17:30 and 17:30-19:00 • To ensure continuity of services, Functional Areas will be coordinated • Warehouse and integrated across both competition and non-competition venues • Logistics Wood River Community YMCA and managed at a venue level by Commissioners and Regional Venue • Credentialing Center (Games time) • Multi-functional space for Pre-Games Volunteer training, Games Time Management, if and when possible • GOC Staff Credentialing Center, Broadcast Operations Lounge (Documentary team), and SO Town This includes: • Had non-exclusive use of venue with the exception of the nights of SO • Athlete Entertainment McCall - Shore Lodge and Carey Park Town where we had exclusive use • Credentialing • Provided a hub for the non-competition venues in McCall • Transportation was coordinated with Athlete Dining at BWC during • FF & E • Access control policies were implemented in all Shore Lodge activities SO Town and integrated with the Games shuttle system for • Food and Beverage volunteers to reach the credentialing center Athlete Entertainment - Special Olympics Town • Information Technology • VSS did not have a volunteer lounge - all FAs received a list in advance • Where athletes, coaches and delegation members gather during the • Logistics of scheduled volunteers Games for food, fun, entertainment and meet other athletes • Look and Way-finding • Each night SO Town there was a different activity for participants – Credentialing Center • Merchandise concert, dance, movie • February 6 –12, 2009 - 08:00-17:00 / February 13 - 08:00-12:00 • Marketing • February 9-10, 2009 – 16:00-20:00 • Risk Management Special Olympics Town • Transportation Delegation Dining Hall • February 9-10, 2009 - 16:00-22:00 • Waste Management • All athletes ate dinner at Shore Lodge Special Olympics Documentation Team • February 7-13, 2009 – Breakfast 06:00-09:30 / Dinner 16:00-20:00 • Managed separately by SOI Non-Competition Venues included in this slide: Head of Delegation Meetings • Daily meetings that took place between the GOC and HODs to • Boise – World Headquarters distribute key information which was translated into 6 languages III. Learn • HOD had options to call in to the meeting from their cell phones • McCall Successes: • February 8-12, 2009 – 07:00-08:00 • Shore Lodge • Despite challenges, NCVs were planned to the best of GOC’s abilities • Carey Park Carey Park – some better than others, due to late staffing additions • Ponderosa Park Visitors Center • No Access Control policies were implemented – Open to public • Event matrix development educated and integrated all FA’s at a time • Idaho First Bank – UDAC (January 21-22, 2009) • Promotional event held during Games to promote sponsors and when planning had stalled develop community awareness to include a DJ, vendor participation Challenges: • Sun Valley and a fireworks show over Lake Payette • Attrition - GOC lost experienced venue development and logistics • Wood River Community YMCA • February 11, 2009 – 19:00-20:00 staff to facilitate N.C.V…a decision was made to not replace these • Presbyterian Church of the Big Wood Ponderosa Park Visitor’s Center – Credentialing Center positions at the same level, putting undue stress on remaining staff to • St. Thomas Episcopal Church • No Access Control policies were implemented pick up responsibilities…despite best efforts, a band-aid solution • Sun Valley Pavillion • Place for delegations and volunteers if they have lost or misplaced remained that did not fit any successful multi-sport Games model, • Sun Valley Ice Rink their credential, or are late arrivals with puzzle pieces missing and in wrong places, and a criss-crossing of • Technology – 1 laptop with webcam, 1 printer, 2 laminators responsibilities between depts., leading to continued confusion and (UDACs and DWC in separate slides) • February 2-12, 2009 – 08:00-17:00 / February 13, 2009 – 08:00- frustration between staff, poor planning and constant change 12:00 • Lack of Iong-term planning, games-wide integration, experienced staff Recommendations: • Do not underestimate importance of venue development staff • Have paid staff support in remote locations 2009 World Winter Games PDL: Non-Competition Venue – Boise Center Functional Area Lead Team Members: • VP - Wade Morehead • Director -Kim Thornton I. Plan II. Do III. Learn Overview/Purpose: Schedules/Timelines: Successes: The scope of the Center on the Grove (COG) venue was to serve as 1. Begin venue analysis and selection • Was able to successfully complete planning in 6 months the “athlete village” and provide a location for core functions which 2. Begin contract discussions w/Venue Owner Representative & • Layout and design supported the necessary functions without included: Identify City ordinances, State and Federal laws concerning public compromise assemblies, and best practices in Risk Management • Sports Experience 3. Determine Non-exclusive Use, Exclusive Use and Move-out dates Challenges: • Special Olympics Town 4. Place tentative hold on selected spaces/venues with an MOU • SO Festival Lack of information and communication between departments 5. Obtain Client Policies and Emergency Plan from the venue prevented delivering the highest quality of service in several key areas: • Athlete Dining 6. Obtain actual CAD Drawings and floor plan schematics • Media Center • Lack of GOC teamwork across the departments 7. Begin contract discussions with caterers, vendors, etc. • Improper logistics allocation and execution of furniture, fixtures & • Delegation Support 8. Begin development of Venue Space Layout equipment (FF&E) as well as load-in/strike procedures in place • Head of Delegation Meetings 9. Meet with FAs that are involved and begin coordinating the planning • Limited funding and allocation of the funds • Coach’s & Official’s Meetings and integration process 10. File Requisite Permits • Key individuals not being held accountable to timelines or 11. Continue development of Venue Space Layout/Drawings responsibilities through the planning process The COG venue hosted Special Olympics International (SOI) • Did not have a designated FA for Waste Management until last 12. Produce 1st draft of written Operations Plan programs: minute 13. Meet Venue Owner Representative's timeline for securing the event • Young Athletes space, parking, catering, deposits, insurance, etc. • Volunteer Services was not integrated and worked independently • Motor Activities Training Program (MATP), 14. Finalize venue contracts • The challenging relationship between SOI and the GOC, specifically • Global Youth Activation Summit (GYAS) seminars SOI arrived with a “plan” for Sports Experience 3 weeks prior to • Observer’s Seminar Press Conferences Layout and Design: Games with the expectation GOC would adjust and create their plans Goals & Objectives: • To provide a functional area space to host SOI programs and Key Learnings: core Games functions, supporting delegation members, media, • Do not start the planning process so close to games time guests and fans. • Logistics should have a FF&E program that is functional and “user friendly” to provide to each venue. The problem was that the Key Responsibilities: program that was created was based on FF&E requests, but the • Ensure operational readiness of the venue decision to not have a procurement department rendered this • Oversee the operational integration of the Functional Areas program useless b/c there was never a true understanding of what • Ensure that venue-specific operational issues are resolved. items were actually procured and delivered. This made load-in • Determine the solution of issues elevated to the Venue and load-out extremely difficult. • Do not plan to the start of delegation arrival dates b/c this does Manager not afford ample time to test venue and adjust to potential needs • Interact with the Functional Area Managers for the facility earlier or later than the original schedule. • Facilitate access and monitor preliminary set-up work during non-exclusive use days Recommendations: • Ensure that the GOC’s financial liabilities are limited • Positive team work and empowerment with all functional areas. • Coordinate with Risk Management • Take ownership of your venue and build relationships to enhance • Responsible for condensed venue-specific training sessions Key Interfaces: Boise Centre staff, City of Boise, Boise Police the success of the event • Responsible for providing the Main Operations Center with a Department, St. Luke’s Hospital, Figure Skating Venue/Sports Director, • Create “useful and limited” documents Venue Daily Activity Report. Transportation, Delegation Services, SOI, Athlete Entertainment, F&B • Volunteer Service Dept should work in conjunction with each • Work with city of Boise regarding all permits Department venue director and functional area as to needs and scheduling set • Integrate with Figure Skating Venue (next to Boise Centre) to Budget – Planned vs. Actual up. Once the volunteers are secured they should be turned over to facilitate volunteer and athlete meals in dining hall. COG Complete Budget held by the GOC Finance Dept Facility: VIK= the FA with full discretion to integrate into the FA plan $85,000.00; Food & Beverage=$137,000; Audio Visual/Equipment Usage= $3500 2009 World Winter Games PDL: Uniform Distribution & Credentialing Center Functional Area Lead Team Members: • VP – Wade Morehead • Sr. Director – Michele Walker • Director – Hallie Stoller I. Plan II. Do III. Learn Overview/Purpose: Functional Area Planning – Basic Planning for All Three UDACs Successes: • The Uniform Distribution and Accreditation Center (UDAC) is often • First ever UDAC in Special Olympics history and the goal is for this the first contact a Volunteer has with the Games Food and Beverage: initiative to have a legacy in future games. • Each volunteer is critical to our operation and as such the primary • A volunteer break room available; all working volunteers & staff • Received a lot of positive feedback from the volunteers; they went purpose of the UDAC is to provide a timely, efficient and friendly way were fed snacks and a meal; meals were to be delivered according to through the lines quickly without any hassle; the open hours worked to distribute uniforms and credentials providing the Volunteer with the shift schedule and twice on days when there are two shifts around their schedule; the best possible experience • Logistics was to load all equipment from the GOC warehouse into • The signage was repurposed from other venues and looked fantastic the Venue, set it up prior to the event and load it out at the and made a huge impact on the overall look Goals & Objectives: completion of the event • Operational hours were busiest on the first day in Boise- the varied • The UDAC will take place in 3 different locations based on the 3 • The Look of the Games was displayed throughout the Venue with times allowed for people to be in and out in less than 10 minutes geographic locations of the Games signage and banners; music representing the games was played in- Challenges: • Volunteers will be directed by Volunteer Services to the location house; Look of the Games will be displayed throughout the Venue • As the first Venue to open there was a lack of support from most closest to their home using pop-up signs departments as they adjusted to going operational - this was • A volunteer who signs up to work in the McCall or Sun Valley region Medical: predominantly by Logistics as there was a lack of support staff to help but lives in Boise will still go to Boise to collect their uniform and • No dedicated Medical personnel were on site; a first aid kit was with procurement, load-in/ set-up or onsite support credential available for all minor medical needs; major medical needs were to • VSS had limited input on the venue until the last month when they be escalated to the Venue Manager and 911 called as necessary felt they had enough support and planning underneath them to take UDAC Venues and Hours of Operation: it on and at that point, communication was lacking. When the new • The UDACs took place in 3 different locations based on the 3 Merchadising: VSS management team took over the Program Management, not all geographic locations of the Games • BSU provided a merchandising kit run by the BSU book store; was communication was run through the Venue Manager resulting in • Volunteers were to be directed Boise, SV, or McCall based on which not staffed by SO GOC staff some confusion for venue volunteers location was closest to their home Security / Assest Protection: • Detailed daily and hourly Logistics load-in and out schedules were • A volunteer who signed up to work in the McCall or Sun Valley region • For Boise, BSU Police provided on call response as needed to any never developed to ensure efficient and timely delivery of all venue but lived in Boise would still go to the Boise UDAC situations during operating hours; venue was locked at night but items • Load in and load times were prior and post the hours below overnight asset protection was needed to secure all electronics, • Meals were not always delivered according to the shift schedule • Only general Volunteers were directed to the UDACs: GOC staff, credentials and uniforms • The Coke bags, individually wrapped in non recyclable cellophane, special groups, Healthy Athletes and PSP volunteers were distributed took 2 days of man power to open and stuff 3600 bags separately Technology: • Technology set-up and tested all computers and printers, ran all Recommendations: cable and was on call to ensure all technology was working • Support staff need to be trained to understand that some • Credentialing at BSU UDAC required 6 computers with web cams departments go operational much before the official start of the and 8 laminators; after the UDAC the webcams were to be Games Boise: Boise State University, Bronco Gym redeployed to credentialing centers but VSS decided not to do that • Enforce to GOC FA’s that all communication and changes must be run Thursday January 15, 2009; 12:00pm-9:00pm and CRE had to purchase their own through the Venue Manager to ensure all relevant parties are notified Friday January 16, 2009; 9:00am-9:00pm and to ensure there are no conflicts Saturday January 17, 2009; 9:00am-9:00pm • The initial volunteer number estimate during development was larger Sunday January 18, 2009; 9:00am-6:00pm than the actual number and never revised – an accurate number would have given an option for opening less days/hours and time to McCall: Idaho First Bank communicate this to all interested parties Thursday January 22, 2009, 11:00am-6:00pm • More coordination between VSS and F&B to identify how many 3000 Special Olympic World Winter Games hand made people were working and when, in order to provide the correct Sun Valley: Presbyterian Church of the Big Wood scarves were also distributed as were Red Coke goodie number of meals at the appropriate times Saturday January 24, 2009; 10:00am-6:00pm bags containing two pins, a keychain, hand sanitizer and • Venue Managers should be given the shift schedules of everyone in Sunday January 25, 2009; 12:00pm-6:00pm a variety of coupons specific to the volunteers. their venue from every FA 2009 World Winter Games PDL: Delegation Welcome Center Functional Area Lead Team Members: • VP – Wade Morehead • Sr. Director – Michele Walker • Director – Hallie Stoller I. Plan II. Do III. Learn Overview/Purpose: The Delegation Welcome Center was moved to the Boise Factory Successes: • The Delegation Welcome Center provided a multi-purpose space Outlet mall, where it occupied two empty store sites • A fantastic space which looked great thanks to loaned furniture where arriving teams could be welcomed, check-in, take care of 1. Welcome area from Central Rent-to-Own any outstanding payment or credentialing issues, be issued Games 2. Luggage processing center • Look and signage was great time phones and meet their Delegation Assistant Leaders (DALs) • All of the teams were impressed and happy to be welcomed and • Hours of operation were adjusted according to team arrivals in made great use of the X-boxes Goals & Objectives: cooperation with airline schedules and delays – this affected • Overall it was a good first impression to give of the Games • By providing a single point that every delegate must go and to be staffing and volunteer schedules which were altered accordingly able to make contact with every team, getting to know who they Challenges: are and what their issues were immediately Credentialing • There was often a low supply of food at the venue for athletes and • Create an arena for us to capture payments, correct credentialing • Space was allocated near to the check-in center to provide even volunteers – the final day 1300 people had to be fed before issues and push information out before the teams were separated required and immediate credential changes as delegations arrived the Opening Ceremony and we were short meals and there were into Host Towns or by sport no Vegetarian meals • A convenient location to coordinate following their airport arrival Luggage and Logistics • The reefer truck we were given didn’t work and F&B left it there • Foresee and correct possible schedule conflicts before they • Luggage was taken to a separate location where the Idaho for two weeks after we were done become issues National Guard processed the luggage • The space which was approximately 5700 sq. ft. was almost always • Home stay athlete team luggage was processed the perfect size but on occasion was too small to accommodate Key Responsibilities: • Color coded bands were added to each piece of luggage to identify everyone • Provide a single space to track the arrival of all arriving teams where it was going • As the arrivals schedules constantly changed we would sometimes • Find “Lost” teams (teams arriving late, teams on wrong flights, • 7300 Official Luggage Tags were distributed pre-Games be hit with more large teams at a time than anticipated teams at wrong airports) by working in conjunction with the • When the Team USA motorcade arrived from Salt Lake City, Team airport staff Transportation USA and Team Russia had to be left on the bus for almost an hour, • Welcome each team upon their arrival • New routes had to be defined, along with drop off and pick up due to space limitations, while their HOD and Head Coach were • Provide onsite medical assistance to any team member needing points inside processing everything and their luggage was being such after traveling • Ample parking was available for host families processed • Process outstanding paperwork and payments due • Ensure all delegates are credentialed and fix any credentialing Wayfinding and Look Recommendations: issues • Adjustments were made for the new space • Possibly a larger space so that all teams could come in and there • Issue delegate and DAL mobile phones • Plan was developed to ‘dress’ the venue would be room to move – taking in to account the possibility of • Answer scheduling and general questions airport arrivals and delays, etc. • Check in Host Families Security and Medical • Define the level of service regarding feeding arriving athletes at • Introduce Host Families to Delegates • This department assisted with securing the new space the DWC and more coordination with Food and Beverage – • Introduce DALs to Head of Delegations (HoDs) • Medical had a separate room in the back of the DWC unfortunately, they made promises that they didn’t or couldn’t • Provide a place for delegates to relax after their flight while HoD’s deliver on – specifically, more substantial food for the arriving and coaches are processing paperwork Food & Beverage delegates who had been traveling for 20 or more hours and had • Distribute athlete gift bags • Coke products and fridges were delivered by Coke not been fed • Location to consolidate delegations following host town for • Needed to look into heavier food products for late arriving teams • The DWC was located in an outlet mall near other retail stores, staging prior to Opening Ceremonies. who will not have a chance to eat dinner which the delegations enjoyed and took advantage of shopping during down time at DWC. There were missed opportunities FF&E partnering with these stores for discounts and planned shopping • Tables and chairs, canopies, linens were ordered from Tates Rents times. • Logistics delivered office supplies, etc. 2009 World Winter Games PDL: Healthy Athletes Functional Area Lead Team Members: • VP – Wade Morehead, Operations and Support Services • Manager – Drew Choules •Volunteer Commissioner - Shanna Endow I. Plan II. Do III. Learn Goals & Objectives: The Special Olympics Healthy Athletes Program functional goal is to Train the Trainer Successes: improve each athlete’s health and fitness through the provision of free health screenings Sessions were held for each discipline in order to further educate professionals about the •Following the 2009 Special Olympics World Winter Games it was determined that the and referral where necessary. The ultimate goal is to improve each athlete’s ability to train program and screenings. There were 150 professionals combined within the six discipline overall goal to improve the athletes’ health and fitness in order to enhance the ability to and compete in Special Olympics as well as life. The key objectives of the Healthy Athletes groups. The schedule was as follows: train and compete was attained. In the 2009 World Winter Games, Healthy Athletes hosted Program at the 2009 Special Olympics World Winter Games (2009 SOWWG) were as follows: Saturday, February 7 the most athletes ever in Winter World games event, with over 80% of athletes registered •To screen and educate approximately 70% of the athletes (1490 athletes) during the 2009 0800-0900 Train the Trainer Plenary Session for the Games being screened totaling almost 1,700 athletes. As a result of the screenings Special Olympics World Winter Games. 0930-1200 Train the Trainer Breakouts over 448 prescription eyeglasses and 650 sunglasses were distributed along with fitting 96 •To recruit sufficient numbers of health care professionals for each of the disciplines. Sunday, February 8 hearing aids on 51 different athletes. The breakout numbers per night are as follows: •To identify and secure sponsorship from suitable suppliers. 0900-1500 Train the Trainer Breakouts 02-08 248 02-09 218 02-10 285 •To give the results of the screenings to the athlete in as effective a manner as possible. Monday, February 9 02-11 264 02-12 159 02-13 481 Total： 1657 •To collect data from the screening process for analysis. 0900-1200 Train the Trainer Breakouts •In order to provide these services to these athletes there were over 900 health care •To organize the Train the Trainer sessions. Milestones/Schedules/Timelines: professionals combined assisting within the six disciplines throughout the week. This group Overview/Purpose: The GOC will work with SOI to coordinate the planning execution of the 2007 (12-18 months) Recruited staff for Healthy Athlete program of 900 consisted mostly of health care professionals along with students in the health care Healthy Athletes program. The Healthy Athletes Program Manager from the GOC will work Created Healthy Athlete committee members which consist professions. All volunteers received training at job specific training sessions that covered job directly with Healthy Athletes SOI staff to coordinate the 2009 Special Olympics World of clinical directors for each of the six disciplines specific material in addition to receiving information about the needs and care of people Winter Games Healthy Athletes Program. Both SOI and the GOC will coordinate with the Identified venue for Healthy Athletes program with intellectual disabilities. Clinical Directors of the six disciplines included in the program to ensure all areas within the Ongoing 2008 Recruitment of volunteers by clinical directors •The venue worked very well for this event. It was ideal to have all of the disciplines within program are covered. These needs per discipline include volunteers, equipment, space Created a general plan for the Healthy Athlete program one room. It made flow within the disciplines very simple and it was easy for the athletes to needs, shipping needs, and storage needs. Through the combination of the GOC, SOI, and August 2008 Created layout and room reservations for the venue see and attend all of the disciplines. The discipline within the separate room received plenty Healthy Athletes Committee the overall plan for the Healthy Athletes program should be Continuation of volunteer recruitment of participation but there was also more focus towards making athletes aware that there completed and ready to execute by Games time. September 2008 Determined schedule for screenings by sport was another discipline. Disciplines: Fit Feet, FUNfitness, Healthy Hearing, Health Promotions, Opening Eyes, and October 2008 Began venue walk-thrus to review signage, flow etc. •The schedule also worked very well. It was great to hold the program in the evenings after Special Smiles. November 2008 Finalized volunteer numbers and recruitment competition was completed. It was also great to have a set schedule as to which teams Structure: The Healthy Athletes committee was formed two years before the Games. This Began scheduling volunteers shifts were going on which night in order for us to plan around specific numbers per night. There committee held conference calls on a regular basis. These meetings were held between December 2008 Finalized Healthy Athlete grant were some teams that could not make it on their scheduled night but we had no problems These meetings were the forum of discussion of any issues that the team was experiencing Ordered Volunteer Uniforms accommodating these groups on the nights in which they were available. It is highly (volunteer recruitment, gathering of supplies, sponsors, etc.). This meeting frequency Determined venue and shipping needs recommended having a schedule per night. That said, it is also crucial that the Head of increased the last two months prior to the Games. These meetings were designed to Finalized signage needs in venue Delegations (HOD) and Delegate Assistant Liaison (DAL) for each team knows this schedule streamline all information and questions through the clinical directors of each discipline to January 2008 Finalized volunteer shifts per day and it aware when they are attending. This information was placed in the HOD handbook obtain consistent information throughout the program. Continued with planning on each functional area in venue to and also discussed at the HOD meetings each morning during the week of the games. Policies and Procedures: The Policies and Procedures for the Healthy Athletes Program could complete overall plan Challenges: Lack of timely, accurate info and feedback from SOI and confusing grant process. be summarized as follows: Only accredited athletes and delegation members have access to February 2009 Games and Program Begins Key Learnings: The original scope of how the connection between the GOC, SOI, and clinical the Healthy Athletes Program inside the venue. Guests or media wishing to gain access to Daily Venue Schedule February 5-February 14: directors all worked extremely well. Two recommendations would be to have more than the venue must be in receipt of the correct day pass and be accompanied by a Media or Date Event one individual with the GOC. In 2009, there was one person working for the Healthy Athlete Guest volunteer or staff. Thursday, February 5 Load-In at the SUB Begins Program, the Healthy Athlete Program Manager. It is recommended to have at least 2-3 Healthy Athlete Software: For the 2009 World Games the Healthy Athletes program used Friday, February 6 Load-In Continues & Train the Trainer Arrivals individuals within the GOC for Healthy Athletes, one individual who manages the entire the Healthy Athlete Software System (HASS) to record all data collected within the six Saturday, February 7 0800-0900 Train the Trainer Plenary Session program whose duties include: acting as the main contact and liaison between the GOC, SOI, disciplines. This database also produced a report for each athlete which recorded the results 0930-1200 Train the Trainer Breakouts and clinical directors along with the contact for the venue itself, they will also be in charge of for each discipline in which they visited. These results will be mailed to the Head of 1400-1600 Opening Ceremony organizing all information regarding other functional areas within the venue including Way Delegation following the games. The sponsors for the software system include: Health One, Sunday, February 8 0900-1500 Train the Trainer Breakouts Finding, Food & Beverage, Transportation, Volunteer Services, Logistics, Waste Mgmt., Sunray, and Fudan Micro. 1600-2100 Healthy Athlete Screenings (FS/SS) Credentialing, Delegation Services, Accommodations, Media and Security to ensure the Summary of Activity: The Healthy Athlete venue was the Student Union Building of Boise Monday, February 9 0900-1200 Train the Trainer Breakouts smooth operation of venue. The remaining 1-2 individuals should oversee a specific area, State University. The venue was in operation from Thursday February 5 – Saturday February 1600-2100 Healthy Athlete Screenings (AS) one of which needs to be volunteer services. This program relies heavily on the quantity and 14. The venue held six disciplines, five of which were held in one large ballroom and the Tuesday, February 10 1600-2100 Healthy Athlete Screenings (FH – A) quality of the health care professionals which run the screenings. Due to this large group, it separated in a room near this ballroom. The schedule and times for the screenings are Wednesday, February 11 1600-2100 Healthy Athlete Screenings (FH- B) is crucial that one person is in charge of tracking all information for the volunteers including included in the chart below. The schedule was also based around sport schedules with each Thursday, February 12 1600-2100 Healthy Athlete Screenings (SB, FH-C) first and last name, date of birth (which was collected due to background checks), contact sport scheduled on separate nights throughout the week. Friday, February 13 1100-1600 Healthy Athlete Screenings (CC, SH) information (email, address, phone numbers), and uniform sizes. This individual will be in Key Responsibilities: 1900-2100 Closing Ceremony charge of collecting this information along with making sure the entire games volunteer Legacy: Saturday, February 14 Load-Out of SUB services department and credentialing are aware of these volunteers. Also, the entire SOI 1. Create a new format for conducting HA during a winter games. Scheduling athletes by Events: committee needs to be completely involved in the planning process from the beginning of sport each evening with the incentive of dinner to maximize attendance. 1. Opening Eyes – Vision & Eye health tests; Refraction for those requiring further the event until the end. For the 2009 Winter Games, SOI had one contact person in charge 2. Work in conjunction with SO ID and local discipline leaders to expose them all to the screening; Prescription eye glasses if needed (448 distributed); Prescription sports of everything and then the entire committee joined later in the planning process. This was functions of a World Games, thus enhancing future state-wide HA events to be eye wear (650 sunglasses); and referral advice for follow-up care. problematic b/c communication was poor from the POC to the SOI HA leaders. As the SOI conducted in the future. 2. Special Smiles – Oral screenings; oral health education; fitted sports mouth guards; group came together there was so much more accomplished and communication was much 3. Engage numerous volunteers and media to educate the state and nation about this personal preventative products; and advice for follow-up care. less complicated. The GOC committee conference calls worked extremely well, as they were wonderful event. 3. Healthy Hearing – Hearing screenings; Hearing aid check-ups. 51 aids distributed informative and productive, but SOI should be involved from the beginning so they can 4. Engage numerous local clinicians and industry specialists in the hopes of increasing 4. FUNfitness – Screenings for flexibility, functional strength, balance and education regularly communicate with the clinical directors and GOC representatives. participation and donations (time, services, and money) for future SO Idaho events and 5. Health Promotions – Nutrition, sun safety, tobacco cessation and bone health. Recommendations: Change the grant process as it is convoluted, confusing, and does not programs. 6. Fit Feet – Evaluate foot and ankle deformities and foot care education. pay for costs that are essential to the success of the event. SOI should assume more ownership from initial planning through the execution of the program during the Games.
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