2002 Winter Olympics

THE MYTHS AND REALITIES OF Special Events Planning In Today’s World Special Events Planning – 2002 Winter Olympics – “The show’s the thing…” William Shakespeare The Great Disclaimers…  The overall topic is to huge to allow indepth examination.  Most of the presentation will consist of BFO’s (Blinding Flashes of the Obvious)  The are exceptions to every rule Objectives Know the beast 2. Identify issues to address 3. Identify planning challenges 4. Examine planning focus areas 5. List special skills 6. List pointers for survival 1. First, the vocabulary…  Emergency – Any event the alters normal business activities and requires immediate attention   Major Emergency – All of the above, plus 10 Disaster – Any emergency that is so large that it is beyond the ability of any community or jurisdiction to cope with adequately Crisis Management  Events and activities that deal with pre- critical situations and in progress events Consequence Management Activities and events that occur after an an emergency or disaster event. Usually in response to extraordinary criminal events THE “REAL” ROLES OF LOCAL GOVERNMENT Deliver services –Mitigation Programs –Preparedness Programs Be prepared to: –Respond –Recover THE “REAL” ROLES OF LOCAL GOVERNMENT  Teach – Risk Communication, dispel myths – 4 Phases of Emergency Management  Speed recovery  Make co-operation and co-ordination our SOP – Left, Right, Up and Down E.M. Role in Special Events  Create and maintain the LEGACY! –Don’t reinvent the wheel –Steal from the very best –Business as usual as much as possible E.M. Role in Special Events  Prepare for the “Worst Case” scenario  Remember you job includes watching out for Joe and Mary Citizen, their kids, AND their pets (and in some cases their livestock). E.M. Role in Special Events  Remember Chat Sloane’s presentation on IEMC – Four Phases of Emergency Management • Mitigation • Preparedness • Response • Recovery – ALL HAZARDS!!!! E.M. Role in Special Events Risk Communication –General Public –Emergency Services • High Probability, Low Consequence • Low Probability, High Consequence E.M. Role in Special Events  Resource Management – Resource Identification • Volunteers (ARES, ARC, SA, etc.) • Mutual aid – Private Sector Resources • Media • Intelligence and infrastructure E.M. Role in Special Events  Maintain a network of Experts – Public and Private Utilities – Airports – National Guard – Higher Education – Emergency Management E.M. Role in Special Events Teach how to ask for help –Federal Family –National Guard –Private Sector –Volunteers E.M. Role in Special Events  Insure COG occurs down to the section level! – – – – – – Succession Predelegation of emergency authorities Emergency actions steps Emergency Operations Centers & alternates Safeguarding vital records Protection of Government Resources E.M. Role in Special Events  Coordinate inside the “fence” and outside the “fence” response activities –Transportation –Disturbances and Major Crimes –Public, Private Coordination E.M. Role in Special Events  Rapid Situation Assessment – A plan for all seasons – Train the entire team – Exercise the community • Hospitals • Airport • State agencies E.M. Role in Special Events  Disaster Public Information –Emergency Alert System –Event Chain of command –Normal Media Keep the emergency management process alive Why would you even think of it?  Short term and long term money  It’s got to happen somewhere  It can showcase the community  It can provide a service to the community  It can define the community  It provides a forum for other good things KEY PLAYERS  The International Olympic Committee (IOC)  The United States Olympic Committee (USOC)  The Salt Lake Olympic Committee (SLOC) KEY PLAYERS  The ENTIRE Federal Family – – – – – – – – Executive Branch Congress State Department Department of of Justice Department of Defense Environmental Protection Agency Interior Department Excetera, Excetera, Excetera KEY PLAYERS  The ENTIRE State – Executive Branch – State Legislature – State Departments Family • Public Safety • Attorney General’s Office • Department of Health – Public Health – Emergency Medical Services KEY PLAYERS Local Governments –Five Venue Cities –Three Non-venue Counties –Five Venue Counties OLYMPIC SPONSORS  Mostly international and national corporate sponsors – Products – Services – Media  Local sponsors support local efforts (SLOC)  Very limited “free” Olympic Associations – City use of logos Olympic Organization  Utah Olympic Public Safety Command (UOPSC) – Originally Created and staffed under the Department of Public Safety – Later, Leadership appointed by the Governor – 23 Sub-committees Organization Chart OCC JOC Type title here SLC ACC Special Mgt Centers Federal Teams Type title here A plethera of things here Venues Bomb Mgt Center Crowd Mgt Center Tranportation Mgt Center Unique Planning opportunities  You know the “For Sures” – Dates – Times – Parameters – Most of the players  You know the “Almost for Sures” – Weather – Crowd levels Unique Planning opportunities  You know the “For Sures” – Dates – Times – Parameters – Most of the players  You know the “Almost for Sures” – Weather – Crowd levels Unique Planning opportunities  You don’t know the “Wild Cards” – – – – – Key player changes VIP impacts World events Accidents Scandal (imagine that….)  Agencies and organizations have time start to communicating before they have to  By the way, there is never enough money or time… Know the beast  History of past Winter Olympics – Track record? – Overall perception? – Special incident issues? – Uniqueness of current environment? – The political climate of the day – Media vs. reality Know the Beast  Identify Key Players – Sponsors – Government (all levels) – Media darlings – Volunteers – Venue and affected communities – Vendors, promoters, businesses Know the beast  Sponsors – Are there to make money – “Don’t call us, we’ll call you” attitude – Are there provide a pleasant event, not a public safety event] – May change Know the Beast  Government (all levels) – Baggage, suspicion, mistrust, tuff wars – What level provides service • Public Health • Community Service Contracts • Law enforcement Know the Beast  Media darlings – Local, national, international – Super immediate – May actually drive the response – They will eat whether you feed them or not Know the beast  Volunteers – Most are very very good – Get left out of coordination and response • Alert and warning – Will do anything, but want to do something – High value volunteers arrive organized and trained • ARES, ARC, Salvation Army, out of area groups Know the Beast  Venue and affected communities – Screaming for information – Worried about impact – Rumors and misconceptions abound Know the Beast  Vendor’s, Promoters, Businesses – Vendor’s looking for a mega-sale – Ambush advertising for non-sponsors – Licensing – Pin traders from Hell Know the Beast  Identify “Venues” – Official Venues – Unofficial Venues – Affected sites and populations • Convenience • Expense • Even wildlife Issues to address  Keep people informed to the MAX – Remember the Airport delay scenario – Mass signage – Language – Information hot lines – “Jumbotrons” – Dispel myths Issues to address  Inside the fence vs. outside the fence  Attitudes – We got through it OK this time so it will always be OK.  Vocabulary is everything – References to emergencies or disasters – Lingo for areas of operations Issues to address  Visibility  Incredible drain on resources – Numbers for individual events are not overwhelming; but 18 days straight, give me a break…  Consistency in plans – Five counties – Five cities – State, Federal, IOC, etc Planning Challenges  New Players – Not familiar with standard emergency Management systems – Wasted time reinventing wheels – Difficulty using an all hazards approach – Loss of focus – Attitude problems • Chicken Little • Total denial Planning Challenges  Media and world events may actually drive emergency preparedness planning  Because the preparation time is so long, you have endure many, many changes in leadership, staff, and resources Planning Challenges  Information Triage – Info needed for planning – Public info needed by citizens • Direct impact • convenience issues – Blurred line between “Public Affairs” and “Disaster Public information” – Security related information • Sanitized intelligence Planning Challenges  Credentialing – Absolute requirement – Affects emergency response – Affects business – Affects service and convenience… Planning Challenges  Media – World “Big Leaguers” in town – Media had Carte Blanch – MMC is a venue site – “Think time” is non-existent – 7/24 requirements Planning Challenges  Volunteers = big help and big challenge – Program is not free – Command and control – Visibility a must – Credentialing a must – Thank-you’s a must Planning Focus Areas:  Overall Public Safety and Public Health Issues – Numbers of officers and Staff support – Logistical support – Training standards – Uniform and equipment standards – State certification Planning Focus Areas:  Security – Private companies – Event security vs. infrastructure security – Inside the “fence” vs. outside the “fence” – Minor situations vs. civil disturbance Planning Focus Areas:  Transportation – Convenience congestion – Accident hazards – Emergency Response times – Resource for evacuation – Break down of the system – Advantages of traffic control center Planning Focus Areas:  Maintain citizen services at expected levels – Community Services contracts – Volunteers – Good public awareness and “PR” Planning Focus Areas:  Media and disaster public information – Mailers – Flyers – PSA’S – Feature stories – Jumbotrons – Programmable highway signs Special Events Planning Skills       RAPID RESPONSE INSTANT FEEDBACK SHARP FOCUS TEAM BUILDING STAFF JUGGLING STRATEGIC EMPOWERMENT  STRESS BUSTING  LEARN FROM THE PAST  INVEST IN THE FUTURE  KEEP IT SIMPLE  BE A DEDICATED BUT FLEXIBLE PLANNER More Skills  CREATE, MANAGE, PRESENT, SELL, AND ADJUST “THE VISION”  TRIAGE INFORMATION  BE A MEDIA MASTER  BE A MASTER TEAM BUILDER  REMEMBER WE WORK FOR PEOPLE  STRADDLE EXTREMES Learn To….      LISTEN MORE (It’s an Art) CHECK EGOS AT THE DOOR REMEMBER “WIIFM” BOTH PRAISE AND REPAIR BEHAVIOUR REMEMBER THAT TECHNOLOGY WILL NEVER REPLACE THE HUMAN DIMENSIONS OF SHARING, VULNERABILITY, AND TRUST POINTERS TO SURVIVE: DON’T BE SO OPEN MINDED THAT YOUR BRAINS FALL OUT  DON’T BE SHY ABOUT ASKING FOR HELP  REMEMBER THAT “NONE OF US IS AS SMART AS ALL OF US”  REMEMBER: EMOTIONS WIN IN THE SHORT RUN, LOGIC IN THE LONG RUN --USE BOTH  POINTERS FOR SURVIVAL  LIKE YOURSELF  SEEK SERVICE  HAVE A MENTOR AND BE A MENTOR  REMEMBER THE PROCESS IS AS IMPORTANT AS THE PRODUCT  RE-INVENT AS LITTLE AS POSSIBLE POINTERS FOR SURVIVAL: DON’T STAND TOO CLOSE TO PEOPLE WHO ARE ALWAYS BANDAGED UP  YOU WILL FAIL IF YOU LISTEN TO EVERYBODY AND IF YOU LISTEN TO NOBODY  SEEK NOURISHING PEOPLE  FAMOUS QUOTES “I have a very bad feeling about this.” Hans Solo, after learning he’d been appointed emergency manager for the Death Star Expedition FAMOUS QUOTES “ToTo, I don’t think we’re in Kansas anymore.” Dorothy, FEMA Field Rep in charge of Tornado Response planning FAMOUS QUOTES “Loose the attitude and get a life; you may think this is as bad as it can get, but don’t count on it.” Judy Watanabe, CEM planner FAMOUS QUOTES “Good thing I am self-actualized or a mess like this could really upset me!” Lance Peterson, Exercise Training Officer FAMOUS QUOTES “The reward for a job well done is no punishment!” Anonymous FAMOUS QUOTES “Et tu Bruti?” J Caesar, Rome’s first disaster planner, after Rome’s first disaster Objectives Know the beast 2. Identify issues to address 3. Identify planning challenges 4. Examine planning focus areas 5. List special skills 6. List pointers for survival 1.