What is the Incident Commander designated personnel to provide public information safety and liaison services the personnel are collectively referred to as?

• Define a special event.
• Identify the hazards and associated risks to address when planning for any event.
• Describe the importance of pre-event planning and determine who should be included on the planning team.
• List the key issues you should consider during the pre-event planning process.
• Identify three spectator management and crowd-control issues.
• Describe the special risks associated with high-profile or controversial events.
• Describe why the Incident Command System (ICS) should be used to manage special events.
• Match the tasks that must be completed during any event to the agency with responsibility for the task.
• Determine when specific types of events require special planning considerations.

This course is divided into six instructional lessons and a summary and posttest lesson. A lesson list will be presented at the beginning and end of each lesson to help you keep track of your place within the course.

 A Job Aid Manual accompanies this course. The Job Aid Manual includes additional information about planning for special events and a comprehensive list of job aids to help you through the planning process. The Job Aid Manual provides guidance only. The Job Aids are for guidance only. You should follow State, tribal, and local ordinances and laws.

Click on this link to access the Special Events Contingency Planning Job Aids Manual.

Click this link to access a description of the lessons.

This lesson describes what constitutes a special event and provides examples of special events. The lesson includes guidelines to follow for identifying special events, while emphasizing the demand for community resources. The process of determining what constitutes a special event, then completing comprehensive planning, is important because:

• Special events are often high visibility and the community's reputation is on the line.
• Costs for response and recovery for incidents involving special events can be extremely high.

• Define a special event.
• Identify examples of special events.

To begin planning for your event, it’s important to first determine whether your community considers the event to be a special event. In general, a special event is defined as a nonroutine activity within a community that brings together a large number of people. However, determining what does or does not constitute a special event for your community is not always as simple as applying a definition.

 To determine whether your community considers an event to be a special event, emphasis should be placed on your community’s ability to respond to the exceptional demands that the event places on response services rather than on the total number of people attending the event.

 Addressing the following questions can help your community make a determination:

•  Is the event out of the ordinary or nonroutine?

          A nonroutine event is usually considered a special event.

•  Does the event place a strain on community resources?

          A strain on community resources usually indicates a special event.

•  Does the event attract a large number of people?

         A large number of people may, but does not necessarily, constitute a special event.

•  Does the event require permitting or additional planning, preparation, and mitigation efforts of local agencies?

          Additional planning, preparedness, and mitigation efforts on the part of local emergency management and public safety agencies usually    indicate a special event.

 Each community’s resources are different. What may be classified as a special event in one community may not place a strain on resources in another community.

 Remember, a special event:

•  Is nonroutine.
•  Places a strain on community resources.
•  May involve a large number of people.
•  Requires special permitting or additional planning, preparation, and mitigation.

 Next, you will learn about various types of special events.

• Is nonroutine.
• Places a strain on community resources.
• May involve a large number of people.
• Requires special permits or additional planning, preparation, and mitigation.

• Carnivals.
• Fairs.
• Fireworks displays.
• Parades.

• Air shows (acrobatic maneuvers by aircraft, flyovers, and formations).
• Hot air balloon festivals and races.
• Parachute jumps.

• Surfing competitions and demonstrations.
• Watercraft maneuvers.
• Watercraft races (powerboats, sailboats, jet skis).
• Water skiing shows and races.
• Windsurfing competitions and demonstrations.

• Single performers.
• Groups or multiple performers.
• Single or multiple venues.
• Single or multiple performances.

• Single-day or multiple-day events.
• Single or multiple sites.

• Art festivals.
• Balloon festivals (see air events).
• Dance festivals.
• Music festivals.
• Thematic festivals (Renaissance festivals, rodeos).

• Auto demonstrations and races.
• Motorcycle demonstrations and races.

• Marches or protests.
• VIP visits.
• Campaign rallies or debates.

• Bicycle tours and races.
• Marathons and walk-a-thons.
• Regional, national, and international competitions (e.g., Olympics, track and field, volleyball, World Cup).

• Celebrations following a large and/or championship sporting event (college bowl games, the World Series, or the Super Bowl).
• Controversial court decisions.

This lesson described what constitutes a special event and provided examples of special events. It will also presented guidelines to follow for identifying special events, while emphasizing the demand for community resources.

 The next lesson will introduce the importance of planning and how planning relates to the success of an event. It will discuss when communities should begin planning for a special event and will introduce the concept of involving a team of key personnel in the pre-event planning process. It will also discuss the process for organizing the planning team meeting and present common special issues related to pre-event planning.

• When communities should begin planning for a special event.
• The concept of involving a team of key personnel in the pre-event planning process.
• The process for organizing the planning team meeting.
• Common special issues related to pre-event planning.

• Describe the importance of pre-event planning to public safety and the overall community.
• Determine who should take part in the planning process.
• Develop a strategy for gaining the community’s cooperation for pre-event planning.
• List the key issues to be considered during the pre-event planning process.

Planning any event is difficult. Planning for the potential risks and hazards associated with large public events is even more difficult, but critical to the success of an event.

 Planning for large public events has often failed to occur, or when planning did occur, it often failed to identify the potential for disaster, or strategies to mitigate or cope with a major incident. As a result, injuries and deaths have occurred consistently and over a wide range of countries and types of events.

 Throughout the United States, at any given time of year, there are festivals, concerts, fairs, sporting events, and many other special events that gather or have the potential to gather large crowds. Under normal conditions, these special events occur with few or no problems. If an incident does occur, then local emergency management is called upon to respond.

 Before scheduling a special event, key factors to consider are the:

•  Scope of the event.
•  Risks to spectators and participants.
•  Impact on the community.
•  Emergency support required.

 Certain types of special events are often associated with particular risks or potential problems. For instance, highly competitive sports events, rock concerts, and festivals tend to produce spectator-generated incidents, while air shows and auto races tend to produce participant-generated incidents.

 Having a pre-event plan in place will reduce local emergency management response times and better enable agencies to improvise because contingencies have been discussed beforehand. A pre-event plan defines roles and responsibilities in advance and creates ownership of potential problems for agencies involved in the process.

 If you want those who attend an event to have positive memories of it, you need to plan the event carefully, keeping public safety in mind. This lesson will cover those issues that should be addressed in the very early stages of planning or even when discussing promoting or sponsoring such an event.

• Scope of the event.
• Risks to spectators and participants.
• Impact on the community.
• Emergency support required.

• Notifying the community formally of the intent to hold an event.
• Providing details about the event, such as venue, anticipated audience characteristics, and the intent to sell food or merchandise.

• Emergency Management.
• Law Enforcement.
• Fire and Rescue.
• Public Works/Utilities.
• Public Health.
• Transportation Authority

Because different agencies will comprise the planning team, the lead agency should be identified early in the process.

 In some communities, the lead agency for public safety planning is the emergency management agency. If this is the case, emergency management will typically lead the way in coordinating the event planning effort.

 Click on this link to access a copy of the Approving Authority Checklist.

• A Sense of Ownership. The plan is more likely to be used and followed if the tasked organizations have a sense that the plan is “theirs.”
• Greater Access to Resources. Greater knowledge and expertise are brought to bear on the planning effort when more people are involved.
• Forming Cooperative Relationships. Closer professional relationships that are developed during the planning process should translate into better cooperation and coordination during the actual event and any emergencies that may arise.

• Requiring promoter attendance at planning meetings to gain the necessary permit(s) to host the event.
• Building public agency regulatory oversight of the promoter into the permit process so that relevant community laws or regulations are followed.
• Requiring the promoter to have adequate contingency plans in place before approving an event.

During pre-event planning, each agency on the planning team should review its resources to ensure that all necessary equipment is available. If additional equipment is needed, agencies may need to acquire the equipment or supplies to prepare for the event.

 One way for agencies to acquire equipment is to work together with neighboring communities by adopting a local mutual aid and assistance agreement program. A local mutual aid and assistance agreement program allows neighboring communities to pool resources and share liability for damages or loss of equipment.

 Click on this link to review an example of how communities can use mutual aid and assistance agreements for special events.

The town of Fairview needs barricades for its upcoming parade, and the neighboring community of Centerville has barricades.

Centerville and Fairview have a local mutual aid and assistance agreement that allows Centerville to lend their barricades to Fairview. The barricades become part of the event resources being managed by Fairview. The barricades are covered under Fairview’s insurance until they are released and returned to Centerville.

Another way that communities can acquire needed equipment or supplies is through public-private partnerships. A public-private partnership is a contractual agreement between a public agency (local, tribal, State, or Federal) and a corporation.

 The skills and assets of each party (public and private) are shared in delivering a service or facility for the use of the general public. In addition to the sharing of resources, each party, together with the promoter or sponsor, shares in the risks-and-rewards potential in the delivery of the service and/or facility.

Central City is hosting its first auto show.

Central City does not own a large enough building to house the participants, cars, and spectators. Central City entered into a public-private partnership with a local business to use one of its warehouses for the show.

• Organizations and agencies representing people with disabilities.
• Emergency services and public safety agencies.
• Health agencies and medical community representatives.
• Legal counsel.
• Local Emergency Planning Committees (LEPCs).
• Public works agencies and utility companies.
• Purchasing and procurement agencies.

• City Manager.
• Community relations officials.
• Emergency services officials (fire, emergency medical services, and police).
• Mayors, city council members, and other elected officials.

• Animal care and control organizations.
• The Chamber of Commerce.
• Communications representatives.
• Community services representatives and voluntary organizations.
• Labor and professional organizations.
• Private-sector representatives.
• School officials.

• Develop a mission statement.
• Develop event objectives.
• Determine the necessary components of the public safety plan.

• The promoter’s or sponsoring organization’s purpose and experience.
• Event risks (including crowds, staffing, food and shelter, parking, transportation, medical facilities).
• Previous event concerns.
• Relevant local concerns.
• Weather.
• Community impact.

• Include public health and safety as a critical goal for the event.
• Express the special event’s purpose in a way that inspires commitment and innovation.
• Resonate with the people working on and for the special event, as well as with the various attendees that the event hopes to attract.

1. What is the purpose of the special event?
2. What are we doing to address the purpose?
3. What benefits or values will result from the event?
4. How will public health and safety be protected?

Japanese Cultural Fair: The purpose of the Japanese Cultural Fair is to provide an opportunity, in a safe environment, for the community to increase its awareness and understanding of the Japanese community as well as Japanese culture, both traditional and contemporary. We believe that through an increased exposure to the arts, crafts, and culture of Japan, we can improve mutual understanding among neighbors as well as enrich our community life.

 Old Days Rodeo: The Old Days Rodeo is a community project organized exclusively for the purpose of educating and informing the residents about agricultural matters in a safe environment. Annual public fairs, exhibitions, rodeos, and other special events offer the public a unique opportunity to be exposed to and informed about the many areas of agriculture, including livestock breeding and improvement of breeds, horticulture, horses, poultry, swine, and resource management and conservation.

 Very Special Arts Festival: The mission of the Very Special Arts Festival is to provide a safe environment in which to develop quality programs throughout the State by integrating all of the arts into the lives and education of children, youth, and adults, especially those who are disadvantaged or have a disability.

 Beach Park Music Festival: This Beach Park Music Festival showcases local and national talent during 3 days at Beach Park. There will be several stages of entertainment, interactive activities, vendors, food, beverages and much more—all in a controlled, safe environment.

 Emerald Irish Festival: Bring the whole family and enjoy a day of Irish fun in a safe, family-friendly environment. The 1st Annual Emerald Irish Festival includes some of the finest traditional Irish bands along with authentic Irish food vendors, Irish dancers, face painting, and, of course, Irish drinks.

 Hands-On Festival: The mission of the Hands-On Festival is to provide an opportunity for people of all ages to discover and enjoy the wonder of science, math, and technology in a safe, interactive environment that promotes science literacy through experimentation, exploration, and education.

The planning team will need to develop event objectives—statements describing the specific outcomes the event is designed to achieve. Objectives guide the planning process, set priorities, and establish criteria for event evaluation.

 Developing well-written objectives can take practice, but a good rule of thumb is to make sure that the objectives are SMART:

•  Specific
•  Measurable
•  Achievable
•  Realistic
•  Time Based

 Click on the links below to access:

• The permit-approval process.
• Legal issues.
• Liability issues.
• Political issues.
• Economic issues.
• Attendee issues.

• Identity of the approving authority and any other authorities actively involved in the approval process.
• Relevant statutes, ordinances, codes, and standards (i.e., life safety codes) existing for special events and mass gatherings.
• Documentation required to support their application.
• Insurance, bond, and liability information.
• Relevant deadlines for filing applications.

Some communities offer “One-Stop Shopping” for permitting. The person requesting an event completes an application at one office and the information is forwarded to the appropriate agencies for approval.

 Thus, the person requesting the event does not have to track down the appropriate agencies to make a request. This ensures that all required agencies are notified and can consider the request before the permit is issued.

 Promoters should be aware of the approving authority’s timetable for approving events and issuing permits. Potential delays should be included in the event planning schedule.

• Injuries.
• Acts or omissions.
• Costs incurred in responding to major emergencies occasioned by the event.
• Effects of the event on normal emergency operations.

Most communities have adopted a “User Pays” policy for services provided at sporting and entertainment events. Others require the promoter or sponsor to submit an amount to be held in escrow until after the event.

“User Pays” policies help to offset the costs of public services at special events by charging for the use of those services when under normal circumstances, those services would be free. Escrow funds are up-front fees to ensure compliance with requirements and to offset potential damage or injury that occurs as a result of the event.

 Event promoters should consult local and State authorities to determine relevant fee structures and charges for services provided, including payment of overtime costs for personnel.

 Click on this link for examples of “User Pays” policies.

Emergency Medical and Police Services: Under normal circumstances, emergency medical and police services are free to taxpayers. During special events, participants and attendees may be required to pay a fee to help offset the costs to the community for having emergency medical and police services available. Fees may be in the form of entrance fees to users, additional participant fees to exhibitors, or fees charged specifically to the users of the services. For example, if the police are called to break up a fight between spectators at a soccer match, the persons involved in the fight might be charged a fee for the use of the police in this special circumstance.

 Search and Rescue Services: To help offset the costs to communities and taxpayers, some communities have instituted “User Pay” policies for search and rescue services. Search and rescue services are very costly. Often persons requiring these services are ill prepared for the elements (e.g., did not have inclement weather gear, maps, or compasses or global positioning systems, etc.) or disregarded posted warnings and advisory signs (e.g., fell while climbing in areas roped off for safety reasons). If search and rescue services are required in these types of situations, the person(s) requiring rescue may be charged for the services so that the community does not have to pay the cost of the search and rescue.

Promoters may be required to post a bond or provide liability insurance to cover the costs of emergency response, subsequent venue cleanup, traffic and crowd control, and other policing functions.

The head of the planning team must monitor progress made in satisfying all legal and liability requirements throughout the planning stage of the event.

In addition, research should be done to determine the statutory authority and emergency powers (e.g., emergency evacuation) of the various parties involved in the event.

Often, communities have to deal with local political considerations when they plan events. Promoters should be aware that political considerations are always important to the local community.

A way to encourage elected political officials to support an event is to show the monetary or quality-of-life impact that a safe and successful event would have on the community. Explaining the positive impact encourages elected political officials to support the event.

Special events often bring attention and significant economic benefits to local communities. Benefits could include an influx of revenue into parts of the local community, such as the hotel and restaurant industries.

Local event planners must not sacrifice public safety for the sake of economic benefit. Certain businesses could be adversely affected by actions related to the event (e.g., closing streets in a commercial area, increased traffic in residential areas). Fire and police agencies must not be negatively impacted by an event. Additional staffing may be required to ensure that this does not happen.

• When communities should begin planning for a special event.
• The concept of involving a team of key personnel in the pre-event planning process.
• The process for organizing the planning team meeting.
• Common special issues related to pre-event planning.

• The importance of identifying and analyzing possible hazards that could occur at an event.
• The risks and vulnerabilities associated with each hazard.

• Identify the hazards that are most likely to affect special events.
• Analyze the risks that common hazards pose.
• Describe the importance of developing contingency plans to address identified hazards.

• Present a greater risk for incidents, and
• Provide targets of opportunity for criminal and/or terrorist elements.

• Identify the hazards.
• Weigh and compare the risks.
• Profile hazards and consequences.
• Determine vulnerabilities.

• The jurisdiction’s existing hazard analysis.
• Historical data, especially as they relate to similar hazards.
• Statistical data (from government agencies) about the hazards that are most likely to occur in your area.
• Specific and unique hazards to the event.

• Natural Hazards: Disasters, such as fires, tornadoes, floods, ice storms, earthquakes, foodborne illnesses, or epidemics.
• Technological Hazards: Radiological or hazmat releases, or power failures.
• Human-Caused Hazards: Criminal or terrorist acts or other related threats.

Your next step should involve developing a hazard profile that assigns numeric values to each hazard so that you have an idea about the real risks each hazard poses. The numeric values relate to:

•  How often each hazard could occur (frequency distribution).
•  The potential impact that the hazard could have on the population and property.
•  The level of coverage in the Emergency Operations Plan (EOP).

 When taken in combination, these factors create a profile that will help you prioritize each hazard.

• What level of coverage is this hazard given in your Emergency Operations Plan (EOP)?
• Are critical facilities (e.g., fire and police stations) likely to be affected?
• Are local personnel trained and equipped to respond safely?
• Could response personnel be delayed by traffic, debris, or other factors? For how long?

Unfortunately, not every event runs as planned. Often, incidents occur that are beyond the control of the planning team.

 You should develop contingency plans for every high-risk, high-impact incident. When developing contingency plans, be sure to consult with all parties who may respond to an emergency situation.

• Identify the hazards.
• Weigh and compare the risks.
• Profile hazards and consequences.
• Determine vulnerabilities.

This lesson will outline the importance of identifying and addressing the critical operational considerations that are associated with a special event.

• Identify critical operational considerations when special events involve crowds.
• Identify critical operational considerations regarding the venue(s) for special events.
• Identify critical operational considerations to ensure safety and protect public health during special events.
• Identify critical security considerations involved in special events.
• Identify critical traffic and transportation considerations involved in special events.

Not every event runs as planned. Some incidents occur that are beyond the control of the planning team. To ensure that all preparations possible have been made to ensure spectator safety, the planning team must also identify operational considerations—hazards or incidents that could occur during an event.

 Identifying operational considerations allows the planning team to consider even low-risk but high-impact scenarios and develop contingency plans to deal with them.

 Key operational considerations to address will be described on the next screens.

• Observers: Those who follow the actions of the crowd but rarely take part.
• Cheerleaders: Those who provide verbal support for crowd leaders.
• Active Core: Those who carry out the actions of the crowd.

• Increase the probability of a dangerous occurrence.
• Increase the potential number of victims.
• Make communication slower and more difficult.
• Make response slower and more difficult.
• Diffuse responsibility (someone else will do it).

From time to time, an event may need to be canceled, postponed, or interrupted. If a crowd has already gathered, these actions have the potential to create dangerous crowd reactions.

 Be sure to have plans in place to manage an angry crowd appropriately and to address the possible readmission of patrons to the venue.

• Who has the authority to cancel or postpone an event.
• When and under what conditions the event can be postponed or canceled.

You may need to consider a number of alternative venues for an event. Emergency managers may be able to recommend appropriate venues based on health and safety considerations.

 Finding a suitable venue or set of venues can be difficult. Using a systematic approach to determine the venue will help in the selection process.

 Click on this link to review a checklist for determining venues.

• Structures (e.g., stages and platforms, temporary structures, and load capacities).
• Audience safety (e.g., seating, public health, medical care).
• Fire safety.
• Security.

• The performance facilities that are needed.
• The special structures that are needed for indoor or outdoor events.
• Whether temporary structures can be used.

The type of event and its site affect the types of performance equipment to be used and, thus, the requirements for stages or platforms. Qualified inspectors should inspect stages and/or platforms to ensure that the stage is appropriate for the event.

 Expected crowd behavior is a main factor in determining stage configuration. For example, classical music performances usually attract a mature, orderly audience. Teenage fans at a rock concert have been known, however, to storm the stage to touch their idols. Event planners should understand the characteristics of the audience that each event will attract.

 Click on this link for more information about expected crowd behavior.

• Review press reports and contact local public safety officials who were present at previous performances.
• Speak with spectators who have attended similar entertainment events such as rock concerts.
• Check with the promoter to determine audience behavior at past events and the type of crowd and behavior that can be expected.

Stages are usually elevated to provide a better view of the performance. Elevation itself is a barrier to those who would rush the stage. Also, increased height can create an open area at the base of the stage so that line of sight is not impeded by the stage itself.

 A stage alone is usually insufficient to deter determined spectators. Planners should provide for a physical barrier at the front of the stage.

 All stages must conform to building codes.

The front skirt around the base of a stage should be constructed to break away under the pressure of crowd surge. This feature is not practical, though, when there is less than six feet of clearance beneath the stage because of the potential for head injuries if a spectator collides with the leading edge of the stage.

 A breakaway stage skirt does not remove the requirement for a barrier.

• The stage platform.
• Towers to house speakers and lighting.
• Temporary seating.
• Dance and viewing platforms.
• Roofs, towers, and masts.
• Marquees and large tents.
• Decorative items, such as archways, signs, and sideshows.

All structures have load capacities. The planning team must take precautions to prevent overloading of any structure. These precautions apply to all viewing platforms, including walkways or balconies.

 The bases of temporary structures must be protected from damage by vehicular traffic through the use of designated buffer zones.

Ideally, all seating should be reserved. Reserved seating may be difficult, however, at outdoor events.

If most spectators are expected to be teenagers, seating should be set up to control surges and crushing at the front of the stage. Planners should provide security to ensure that the audience does not stand on seats.

Seating should be anchored to prevent movement.

Seating in community centers, arenas, or similar indoor locations often combines fixed perimeter seating with additional folding or stacking seating on the central floor.

Temporary seats should be secured, either to the floor or to one another. Where this is not possible, the legs of each row of chairs should be fastened to two long planks, one running under the front legs and one running under the back.

Outdoor seating as well as grass and turf in the seating area may become slippery in damp weather. Caution should be taken if an event is scheduled early in the morning or if the weather could become inclement.

Click this link to review a Building Department Venue Assessment Checklist.

Mass gatherings present special challenges for preventing harm to participants, spectators, and event staff. Familiarity with the financial stakeholders and knowledge of potential and actual public health issues present a common challenge.

 Key steps to take to prevent—or at least minimize—public health issues will be covered on the next screens.

First aid posts and security personnel can provide information to help assess health and safety risks. First aid posts can provide data on gastrointestinal illnesses. First aid posts can also maintain records of injuries, incidents involving watercourses, and alcohol and drug issues. Security agencies can provide information on safety hazards and alcohol and drug issues.

 Click on this link to review a Gastrointestinal Illness Questionnaire.

Food safety is critical to public health planning. Food-handling personnel must follow proper sanitary practices for storage, preparation, and distribution or food may become contaminated.

To ensure that safety standards are met and maintained, a health officer should assess food service proposals during the planning stage. The officer should follow this assessment with a pre-event audit and periodic monitoring of food safety throughout the event.

Click on this link to review the Safe Food Handling Checklist.

Food vendors should be required to meet State, tribal, and local licensing and registration requirements. During an event, onsite health officers must have the authority to close down any vendor who is not complying with public health requirements.

Click on this link to review a Food Vendor Information Sheet.

Click on this link to review a Catering Inspection Checklist for Food Vendors.

• The setup and construction of food premises—areas to be used for food storage, preparation, and service.
• Equipment used in food preparation, distribution, and storage.

• Loose power leads.
• Trip hazards.
• Inadequate refuse disposal.
• Inappropriate positioning of equipment.
• Poor ventilation and extreme temperatures in the work environment.
• Poorly stacked supplies.
• Unguarded equipment.

Depending on the size of the event and the number of spectators, children may become separated from their adult supervisors. Planners should designate a place for lost children to be reunited with their adult companions and develop a way to allow information to be disseminated quickly and accurately.

One useful way of handling lost children is to provide “meet me” locations. These are well-marked, designated locations throughout the site. Patrons can plan to meet at these locations if they become separated.

• Onsite inspections before the event to note and correct deficiencies.
• Meetings with organizers to consider and resolve potential fire hazards.
• Designing the site to mitigate fire hazards (for example, clear storage areas, no open flames, control of pyrotechnics, etc.).

• Peer security.
• Private uniformed security guards.
• Uniformed police officers.

Peer security—security personnel of the approximate age of the spectators—has shown to be useful with young audiences. Peer security personnel usually wear brightly colored t-shirts that are plainly marked “SECURITY.” Peer security personnel provide a less confrontational security presence by avoiding the posture of rigid authority and force.

Peer security personnel do not carry weapons or try to fulfill a police function. They function as monitors, people movers, and troubleshooters.

Private uniformed security guards are well suited to events such as religious rallies, charitable dinners, and art shows. At events attracting more youthful crowds, uniformed security guards are better used in nonconfrontational roles, such as taking and parking cars.

Event planners should ensure that the personnel are recruited from reputable sources with appropriately trained personnel. Planners should discuss special requirements for the event with the security firm.

At some events, such as those that attract crowds who historically have experienced violence as part of the event “culture,” nothing short of a uniformed police officer can dissuade the potentially violent attendees.

At other events, such as rock concerts, groups typically enter in a peaceful frame of mind but may be induced to rowdiness by alcohol or other catalysts.

The composition of security services will vary according to the event. One type of security, or a combination of the three types, may best serve specific events or venues.

Regardless of the security implemented, planners should establish roles and responsibilities for security personnel prior to the event. Decisions and actions taken by security personnel may affect the way emergency services and health personnel respond to an emergency.

Click on this link to review a worksheet covering security roles and responsibilities.

• Details of the venue, including entrances, exits, medical aid locations, and potential hazards.
• Clear direction on unacceptable behavior.
• Basic information about the event.
• Details of emergency and evacuation plans.
• Instructions for operation, deactivation, and isolation of onsite emergency equipment.
• Details of the incident communications plan.

Transportation presents one of the first impressions attendees have about an event’s organization. Sitting in a line of cars for hours on the highway will undoubtedly create a negative impression. Planners should ensure that the community—and surrounding communities—are aware of the potential impact that an event will have on traffic.

Planners should assign a traffic management group to plan for traffic well in advance of the event. The group should use the local media to inform residents of the impact that an event will have on their mobility.

Click on this link to access Federal Highway Administration’s Web resources on Planned Special Events Traffic Management. This site includes links to the Managing Travel for Planned Special Events Handbook and a related tabletop exercise.

• Emergency routes from the event site to the nearest hospital.
• Possible landing sites for helicopters.

When organizers anticipate that event traffic will have a major impact on traffic flow, planners should consider requiring the promoter to hire a professional traffic planner. This planner will work with local personnel to create alternative routes or special signage for the event.

Strategically placed variable-message signs are very useful devices to inform the motoring public. Temporary fixed signage can also be used as long as the signs are easily understood by the public.

Using local radio stations or a specially designated frequency to broadcast travel information and instructions on the day of the event can help to lower motorist frustration.

Broadcasting is also a good way for event staff to provide patrons with guidance and safety messages prior to their arrival. Finally, consider establishing a Web site to post updates or social media technology to communicate text messages.

• Fixed-wing aircraft.
• Helicopters.
• Stationary, closed-circuit TV cameras.

When available, public transportation should be encouraged to lessen the impact on street traffic. The use of public transportation also decreases the number of parking attendants required at the event site.

Another possibility for large-scale events is event-only transportation. By using event-only transportation, promoters can provide transportation from off-venue sites and remote event-specific parking areas.

• The towing policy for disabled vehicles.
• Vehicle prescreening for vendors and event vehicles.
• Parking and parking control.
• Auxiliary parking lots and shuttles.
• Accessibility for persons with disabilities.

• Special security events, for example, Presidential visits.
• Bowl games or conventions.
• National Special Security Events (NSSEs), such as the Super Bowl or national political conventions.
• High-profile events that present a risk of terrorist attack.

• Crowd considerations.
• Venue considerations.
• Safety considerations.
• Public health considerations.
• Security considerations.
• Traffic and transportation considerations.

This lesson will introduce the Incident Command System (ICS) as an efficient way of managing special events. This lesson will discuss the ICS organizational structure, ICS positions, incident action planning, and command structures.

• Define Incident Command System (ICS).
• Identify the five functional areas of ICS and identify which area is active at every special event and which areas are included only when needed.
• List four duties of an Incident Commander.
• Define Unified Command and give two examples of occasions when it should be used.

• HSPD-5 identified steps for improved coordination in response to incidents. It requires the Department of Homeland Security (DHS) to coordinate with other Federal departments and agencies and State, local, and tribal governments to establish a National Response Framework (NRF) and a National Incident Management System (NIMS).
• PPD-8, National Preparedness, describes the Nation's approach to preparedness-one that involves the whole community, including individuals, businesses, community- and faith-based organizations, schools, tribes, and all levels of government (Federal, State, local, tribal and territorial).

• Preparedness
• Communications and Information Management
• Resource Management
• Command and Management
• Ongoing Management and Maintenance

Preparedness

Effective emergency management and incident response activities begin with a host of preparedness activities conducted on an ongoing basis, in advance of any potential incident. Preparedness involves an integrated combination of assessment; planning; procedures and protocols; training and exercises; personnel qualifications, licensure, and certification; equipment certification; and evaluation and revision.

Communications and Information Management

Emergency management and incident response activities rely on communications and information systems that provide a common operating picture to all command and coordination sites. NIMS describes the requirements necessary for a standardized framework for communications and emphasizes the need for a common operating picture. This component is based on the concepts of interoperability, reliability, scalability, and portability, as well as the resiliency and redundancy of communications and information systems.

Resource Management

Resources (such as personnel, equipment, or supplies) are needed to support critical incident objectives. The flow of resources must be fluid and adaptable to the requirements of the incident. NIMS defines standardized mechanisms and establishes the resource management process to identify requirements, order and acquire, mobilize, track and report, recover and demobilize, reimburse, and inventory resources.

Command and Management

The Command and Management component of NIMS is designed to enable effective and efficient incident management and coordination by providing a flexible, standardized incident management structure. The structure is based on three key organizational constructs: the Incident Command System, Multiagency Coordination Systems, and Public Information.

Ongoing Management and Maintenance

Within the auspices of Ongoing Management and Maintenance, there are two components: the National Integration Center (NIC) and Supporting Technologies.

• Is based on proven incident management practices.
• Defines incident response organizational concepts and structures.
• Consists of procedures for managing personnel, facilities, equipment, and communications.
• Is used throughout the lifecycle of an incident (e.g., from pre-incident planning to demobilization of resources).

• Resource management.
• Organization.
• Delegation of authority.
• Coordination.
• Communication.
• Evaluation.

• Allows the organization to adapt and expand if unanticipated situations occur during the event.
• Provides an opportunity to test protocols and procedures that could be used in a no-notice incident or emergency.
• Facilitates the decisionmaking and coordination among all stakeholders involved in the event.
• Often avoids duplication of efforts and reduces the cost of an event through better management of resources.

• Establishing a standardized command structure for any event or incident.
• Using common terminology that ensures everyone will understand what is being said and how to acknowledge it properly.

• Common Terminology
• Modular Organization
• Management by Objectives
• Incident Action Planning
• Manageable Span of Control
• Incident Facilities and Locations
• Comprehensive Resource Management
• Integrated Communications
• Establishment and Transfer of Command
• Chain of Command and Unity of Command
• Unified Command
• Accountability
• Dispatch/Deployment
• Information and Intelligence Management

There are five major management functions that are the foundation upon which an incident management organization develops.

These functions apply to incidents of all sizes and types, including special events and emergencies that occur without warning.

• Ensuring overall safety of the special event.
• Providing information services to internal and external stakeholders, such as the public, government partners, industry representatives, and other leaders.
• Establishing and maintaining liaison with other agencies participating in the incident.

• Public Information Officer, who serves as the conduit for information to internal and external stakeholders, including the media, stakeholders, and the public.
• Safety Officer, who monitors safety conditions and develops measures for ensuring the safety of all event personnel.
• Liaison Officer, who serves as the primary contact for other agencies assisting at a special event.

• Does the event involve a single agency or multiple agencies?
• Does the event involve a single jurisdiction or multiple jurisdictions?
• What Command Staff needs exist?
• What kinds, types, and amounts of resources are required by the event?
• Are there any projected aviation operations?
• Are there any Staging Areas or other required facilities?
• What kind and type of logistical support needs are required by the event?
• Are there any known limitations or restrictions of local resources?
• What kind and type of communications resources are available?

• Defines business practices, standard operating procedures, and protocols by which participating agencies will coordinate their interactions.
• Provides support, coordination, and assistance with policy-level decisions to the ICS structure managing an incident.

• Facilities.
• Equipment.
• Personnel.
• Procedures.
• Communications.

• Support event or incident management policies and priorities.
• Facilitate logistics support and resource tracking.
• Make resource allocation decisions based on incident management priorities.
• Coordinate incident-related information.
• Coordinate interagency and intergovernmental issues regarding incident management policies, priorities, and strategies.
• Direct tactical and operational responsibility for the conduct of incident management activities rests with the on-scene Incident Command.

• Dispatch Center
• Emergency Operations Center (EOC)
• Department Operations Center (DOC)
• Multiagency Coordination (MAC) Group

Dispatch Center: A Dispatch Center coordinates the acquisition, mobilization, and movement of resources as ordered by the Incident Command/Unified Command.

Emergency Operations Center (EOC): During an escalating incident, an EOC supports the on-scene response by relieving the burden of external coordination and securing additional resources. EOC core functions include coordination; communications; resource allocation and tracking; and information collection, analysis, and dissemination. EOCs may be staffed by personnel representing multiple jurisdictions and functional disciplines and a wide variety of resources.

Department Operations Center (DOC): A DOC coordinates an internal agency incident management and response. A DOC is linked to and, in most cases, physically represented in the EOC by authorized agent(s) for the department or agency.

Multiagency Coordination (MAC) Group: A MAC Group is comprised of administrators/executives, or their designees, who are authorized to represent or commit agency resources and funds. MAC Groups may also be known as multiagency committees or emergency management committees. A MAC Group does not have any direct incident involvement and will often be located some distance from the incident site(s) or may even function virtually. A MAC Group may require a support organization for its own logistics and documentation needs; to manage incident-related decision support information such as tracking critical resources, situation status, and intelligence or investigative information; and to provide public information to the news media and public. The number and skills of its personnel will vary by incident complexity, activity levels, needs of the MAC Group, and other factors identified through agreements or by preparedness organizations. A MAC Group may be established at any level (e.g., national, State, or local) or within any discipline (e.g., emergency management, public health, critical infrastructure, or private sector).

Emergency Operations Centers (EOCs) represent the physical location where the coordination of information and resources for onsite event management takes place.

For complex events, EOCs may be staffed by personnel representing multiple jurisdictions and disciplines and a wide variety of resources. The size, staffing, and equipping of an EOC will depend on the size of the jurisdiction, resources available, and anticipated workload.

• Jurisdictions.
• Functional agencies.
• Federal, State, tribal, and local partners.
• Private-sector and nongovernmental organizations.
• The promoter or sponsor.

• Media and public inquiries.
• Emergency public information and warnings.
• Rumor monitoring and response.
• Media monitoring and other functions required to coordinate, clear with appropriate authorities, and disseminate accurate and timely information related to the event or incident.

• Provides the mechanism to organize, integrate, and coordinate information to ensure timely, accurate, accessible, and consistent messaging across multiple jurisdictions and/or disciplines with nongovernmental organizations and the private sector.
• Includes the plans, protocols, procedures, and structures used to provide public information.

• A central location that facilitates operation of the Joint Information System.
• A location where personnel with public information responsibilities perform critical emergency information functions, crisis communications, and public affairs functions.

This lesson introduced ICS as an efficient way to plan for and manage special events. This lesson reviewed the ICS features, management functions, and key organizational elements. Additional information about ICS can be found in the IS-100 course.

The next lesson will outline the special planning considerations required when hosting high-risk special events.

Click on this link to access the Events Contingency Planning Job Aids Manual Chapter 3: National Incident Management System and Incident Command System.

• Identify events that are high risk.
• Identify the special planning considerations for those events.

Some events pose more risk than others and may require special planning well in advance of the event. Promoters and sponsors are generally aware of the types of risk involved. Planners should work with the promoter or sponsor to ensure that the jurisdiction is prepared to respond appropriately to the hazards presented by the event.

This lesson provides examples of high-risk events and suggests ways to prepare for emergencies that may occur during these events.

• Medical support for participants.
• Setup of spectator areas.

A designated medical response boat should be available in the water at all times when boats are operating. The boat should include trained medical personnel and be equipped with a spinal board and resuscitation equipment. The medical boat should also be linked by two-way radio to the rescue boats and onshore medical personnel.

A rescue boat should be available, with experienced divers who are trained to remove personnel trapped underwater.

Landing locations appropriate for the transfer of patients from boats to ambulances should be identified in advance.

Where spectators will be permitted to line piers and breakwaters along areas of deep waters, planners should create a physical barrier or mark a line to warn spectators away from the edges fronting deep water.

It is also a good idea to have a dedicated boat to patrol the shore adjacent to the spectator area. The boat should be equipped with a loudspeaker to warn spectators who venture too close to the edge. The boat should be equipped for water rescue and resuscitation of injured persons.

• An Automatic External Defibrillator (AED).
• A spinal board for full-body immobilization and cervical collars.
• Ventilation equipment.
• Large pressure dressings.

• Limited control over spectators.
• Often remote locations where they are held.

In the event of a crash, an ambulance with trained staff should be available immediately. Medical support staff must understand racing rules and be able to recognize the various flags and warning lights used by race officials.

The standby ambulance should be positioned for controlled, rapid access to the track. A communications system and procedures should be in place to activate an immediate response to a track emergency.

Firefighting and rescue equipment should also be available at the track.

Barriers should be in place to isolate spectators from out-of-control vehicles. Experience shows, however, that these barriers can be moved or broken upon impact, causing injuries to spectators. Safety can be enhanced by keeping spectators away from the barriers.

Individuals responsible for barrier design should consider the possibility that one vehicle may mount another or somersault end over end. Barriers should be designed to retard penetration into spectator areas in these situations.

Planners and promoters should remember that parts of automobiles involved in collisions can become projectiles. To protect spectators, a strong wire-mesh debris screen should be attached to the barrier fencing and to the tops of retaining walls.

Major problems have occurred when spectators access the track after the winner has crossed the finish line, but while other competitors are still racing. All officials should be briefed on:

• Ways to control spectators who intend to access the track.
• What to do if those control measures fail.

In-race refueling in pit areas creates a potential for fire. To counter this threat, fire extinguishers or other equipment suitable for extinguishing fire must be available at refueling sites.

Vehicles entering the pit lane at high speeds and limited driver visibility increase the risk to both drivers and pit crews. Organizers should consider enforcing speed limits (and penalties for drivers who ignore them) in the pit areas. If possible, organizers should also implement a warning system when vehicles are entering the pits.

• Aerobatic areas.
• Parachute jump areas.
• Fire-suppression requirements.

Aerobatic maneuvers should not take place over built-up areas. They should be conducted over fields, water, airstrips, or other uninhabited areas.

Aircraft should not fly over spectator areas. Where aircraft execute a maneuver laterally, the direction of execution should be away from, or parallel to, the spectators.

There are several general safety precautions that should be taken at all air shows.

Onsite fire services should be capable of delivering fire-suppressant foam into a crashed or burning aircraft. If the air show does not take place at an airport where this equipment is available, alternate arrangements should be made to ensure that foam equipment is available.

Organizers should also clearly understand the requirements of the coroner and air crash investigators and be prepared to assist them in the event of a crash.

• Law enforcement
• Fire
• Emergency medical services

Most major incidents involving fireworks can be avoided through careful design of the launch site. Organizers should pay close attention to the anticipated or prevailing wind direction and strength. Both may affect the flight path of fireworks and the area where debris will fall. When establishing site placement and design, an emergency egress route should be identified in case of an emergency.

There is also substantial debris from fireworks displays. The launch site should be situated to ensure that no damage occurs from debris and, if possible, to make cleanup and a search for unexploded fireworks easier.

Click on this link to review other tips about launch site placement.

• Whenever possible, locate the launch site on water (for example, on a barge or pier). Locating the launch site on water enables personnel to abandon the site easily if an accident occurs and the pyrotechnic supply ignites.
• Erect a barrier between the crowd and the launch site to protect the crowd if fireworks tip over after ignition, resulting in a lateral, rather than a vertical, projection.
• Do not allow fireworks to be projected over the heads of spectators because debris is often hot and can injure spectators if it falls into their eyes or onto their heads.
• Anticipate potential respiratory difficulties, resulting from smoke from the display.
• If launching over water, do not allow fireworks to be projected over flammable trees, bush areas, buildings, or boats.
• Require unused fireworks to be stored in covered metal containers to prevent accidental ignition, either by staff or by descending hot particles from previously ignited fireworks.
• Require fire equipment, including fire extinguishers and trained firefighters, to be immediately available at the launch site.
• Require all personnel who deploy or ignite fireworks to wear protective clothing, including face shields, helmets, and heavy gloves.
• After the event, personnel should inspect the launch site carefully to ensure that no incipient or rekindled fires are possible. All used fireworks should be soaked in water and removed from the site, along with any securing spikes, wires, or other potentially hazardous objects.

• Understand the kinds of accidents that can occur.
• Identify the potential hazards associated with lasers.

• Spontaneous events create the same need for emergency response contingencies as planned events.
• Safety plans or agreed-upon roles and responsibilities for participants will be established.

• Events that are planned without official input or permits as a result of an oversight.
• Events that are planned without official input or permits on purpose.
• Events that result from other events (for example, a victory celebration for a local sports team).
• Events that are demonstrations, protests, or picketing (for example, civil disobedience or spontaneous violence).

• Identifying a Staging Area where additional personnel and resources will be gathered is critical.
• All personnel must be briefed before assignment.
• Span of control must be maintained.

Another essential element when responding to spontaneous events is the continuing evaluation of other events that could be catalysts for spontaneous events. Many spontaneous events occur with some level of expectation by public safety officials.

The significant difference between an organized special event and a spontaneous event is that no planning time exists before a spontaneous event. It is critical, then, to develop contingency plans for events that are high-risk or high probability.

Concerts and other events that attract younger audiences can create a number of difficulties. These spectators can become lost or separated from friends, miss transportation, or lack the money to pay for alternate transportation.

Parents often take their children to these events, then have difficulty finding them after the event. If parents are using their cars to pick up children, traffic jams may prevent close access to the venue.

Click on this link for tips on addressing potential problems at pre-teen and early teen events.

• Create a "Parents' Oasis" adjacent to the venue where parents can wait during the concert. Coffee, soft drinks, snacks, and newspapers can be available to help parents pass the time while waiting for the event to conclude. The additional cost and effort devoted to providing a Parents' Oasis are more than offset by the reduction in efforts needed to deal with young audiences at the conclusion of the event.
• Provide information booths with access to the public address system to enable clearly identified event staff to assist lost children and their parents.
• Develop contingency plans for the "worst case"—the occurrence of a major incident exacerbated by the problems of parents attempting to gain access to the area to reunite with their children—or trying to find out where their injured children have been taken.

This lesson introduced the special planning considerations that are required when hosting high-risk special events.

You have now completed all of the Special Events Contingency Planning content lessons! When you are ready, you should proceed to the Course Summary. To receive credit for the course, you must complete the final exam.