Planning for emergencies: thunderstorms can turn into rainbows if proper planning is taken.

Most, if not all of our communities have special events. Some special events are small and others are large. Some are one-time events and some are recurring. If an emergency occurs at the event, in most cases the emergency service agencies play a role in the response. But, no matter what type of event, how the parks and recreation department interacts with the emergency service agency is important.

Recently, I had the opportunity to be part of the planning and response for the 2002 PGA Golf Championship held at Hazeltine National Golf Course in Chaska, Minn. My experience providing emergency service assistance applied many of the principals used in planning any special event, whether it is large or small.

The staff at the 2002 PGA Golf Championship had already formed relationships before the event began. These types of relationships are the cornerstone of a successful event, because they allow effective and efficient teamwork to occur at the event. Teamwork is critical for short-term success and long-term gain. Part of the reason why the camaraderie emerged, was because training sessions were conducted prior to the event. Training sessions for all agencies and individuals involved is a large task; however, it is clear to see that individuals and the overall system are more effective when training is conducted prior to the event. The training sessions could include an overview of the event, specific public safety or public service operations, specific discipline operations and hands-on training with equipment. A tour of the special event site prior to the event is also helpful.

But training and relationships are just one component of establishing a successful event. There needs to be an effective communications system, but that doesn't mean you have to start from scratch. At Hazeltine, staff used existing communications systems, including inter-operable radio communications used in conjunction with cell phones, land-line phones and other modes of communications, which played a key factor in the outcomes of the event.

When Emergency Calls

The Carver County Fire Departments Hazardous Materials Response Group in coordination with the National Guard 55th Civil Support Team (CST) provided the lead coordination in the hazardous materials area. Overall site analysis and risk assessment was preformed prior to the event and was updated on a regular basis leading up to and during the event. The analysis included chemical storage facilities that surrounded the course, how hazmat teams were prepared to respond to these events, and how notifications would be enhanced during the week of the PGA Championship. On-site hazardous materials equipment was staged in strategic locations and specific protocols were put in place for hazmat incidents on site or in the immediate adjoining area.

During the seven days of the 2002 PGA Championship, the emergency services agencies responded to 162 calls for service. The calls for service included medical emergencies, crashes, missing persons, damage to property, hazardous materials incidents, weather issues, tent issues, emergency messages, disorderly conduct, suspicious vehicles, fires and thefts.

Probably the most unique request for service was a significant rainfall event. During the night of Aug. 16, the Chaska area was hit with heavy rain and strong thunderstorms producing more than five inches of rain in a 12-hour period. Due to the heavy rain in the short period, the on-course lakes and run-off areas were not able to contain the water run off. The Chaska Fire Department, in coordination with the Hazeltine National Golf Club staff, City of Chaska Public Works staff and other agencies, were called in to assist in removing water from a ponding/ drain the area. This ponding area was designated for water run-off from many of the individual golf holes on the golf course. The fire department provided two engines/pumpers with 5" LDH to the area and assisted in moving more than 500,000 gallons of water in three hours from the pond to a nearby natural lake, The 2002 PGA Championship staff, Hazeltine National Golf Club staff, city leaders, local and national media and players credited the Chaska community with the successful improvement of the condition of the golf course in order to finish the championship golf event.

Proactive Manning

To better prepare yourself for surprises such as what happened at Hazeltine, become involved in the planning process early and often. Ask yourself: How involved are the emergency service agencies? How involved are the community leaders?

* Communication is the cornerstone of planning, During special event planning, communication occurs in a variety of types. Formal and informal communications--such as body language--are two main types that occur in different formats including written communication, personal contact, phone, e-mail, fax, computers, radios, cable TV, or web-based interaction.

* Another key component of special events planning is relationship building. Relationships are built over time and create opportunity for effective and efficient planning, response, and recovery. Starting the relationship-building process early will enhance later response or recovery needs.

* Having a written plea helps provide a framework for all branches of your operation. The written plan should not be the only organization you have in planning your event, but should be a plan that works in conjunction with an existing emergency operations plan. A written plan should include a hazard assessment, details of operations, assignment of responsibilities and specific discipline operations. The written plan should not be created at a desk behind a computer, but should be created with the "community" involved. Your hazard assessment should incorporate day-to-day hazards as well as specific hazards for the event. Some hazards may include security, medical emergencies, fire, weather events, bleacher collapse and terrorism/protest issues.

* Part of efficient planning includes using an incident management system. This system allows the multiple agencies and individuals to effectively coordinate and manage resources. Identifying an organizational chart and assigning effective span of control will be steps to assist in the development of the plan as well as responding. The use of software to track incidents for recordkeeping is important while the event is occurring and for future use. I do not believe the "type" or "model" of the software is critical, however, I do believe that effective utilization of software that can be shared by multiple agencies is critical for effectiveness. Software that is easily trainable, has information technology support and is user friendly is important. Effective recordkeeping allows the various agencies to analyze and adjust resources during the event. Additionally, the use of records to evaluate and plan for future events is critical to long term success.

* Training is an ongoing area for all of us, regardless if we am planning a special event. But training specific to our event is important to cover such areas as the written operations plan, discipline specific operations, communications areas, recordkeeping and overall special-event operations.

* Identifying resources available for the day-to-day events as well us the resources that may he needed specifically for the special events is an important step in the process. Assessing the impact of the special event on resources is also important as this process may determine the need for mutual aid assistance.

* Examples and prototype plans and operational guidelines are available from many different organizations. Obtaining existing examples and/or templates of written plans, organizational charts, operation procedures or guidelines may be helpful in the planning and response plans.

* Special events bring special buildings, Planning for hazards accompanying these special buildings such as on-site food preparation, large crowds in the special buildings, weather considerations, and potential fire considerations is important.

* Checklists are a key. The many participants active in this plug and response wear many different hats, If we can utilize checklists in order to make our .jobs easier, safer and more effective, we should use them, Develop checklists that are specific to your special event.

Garnering Community Support

As the planning process develops, acknowledge and understand that polities is a part of our operations on a day-to-day basis and the fact that the community politics and specific event politics may impact the planning and response to the event. Committee work is valuable, but often challenging to accomplish specific goals and objectives. Working within the various committee structures to provide balance and input in order to create the most effective plan and response framework will be to the advantage of the organization and the overall system.

Does the community support the event? What information has been distributed to the community? What do the specific neighbors know? Gathering specific community intelligence will help with the committee work and will be important in the overall development of the written plan. With any special event it is important to determine the type of crowds that will be present. Gathering specific demographic information as well as specific numbers of people will help determine various planning functions.

While planning for the special event, it is important to look at lessons learned from previous events of file same type or lessons learned from different types of special events that can be applied in an effort to improve the capabilities and readiness for this specific special event. Use of mutual aid, documentation, volunteers and communication mediums are examples of areas where lessons learned can be applied.

Development of specific Standard Operating Procedures (SOPs) for specific agencies and departments will foster teamwork and lessen the potential for interpretation by individuals. Development of SOPs should be as close as possible to day-to-day operations in order to minimize confusion.

Designate a location for the Emergency Operations Center (EOC) prior to the start of the event. Identifying and equipping a location for all agencies to report (including public safety, event staff, city/county leaders, etc.) to in the event of a major incident at the event will allow the individuals, agencies, and overall special event organization to respond in a more effective and efficient manner to the situation. The EOC should utilize the Incident Management System in conjunction with on-site operations.

Identify a staging area ahead of time and assign responsibility for staffing this area, in the event it is needed. An identified staging area for public safety vehicles to stage until utilized in the event of a major incident will decrease the potential chaos of responding agencies.

Acting Out the Plan

Special events occur in our communities on a regular basis. The emergency service agencies and park and recreation agencies can take an active or passive role in the planning component of this event, but they often can not take a passive role in a response to an emergency. Planning is a key cornerstone to effective emergency management and overall emergency services in your community. Therefore, I also believe that an early and sustained involvement in special events planning will build relationships, form a response plan, build effective teams, and enhance the effective and efficient response to the incident. The overall result will be enhanced community relations and ongoing enhancement to your community.

Greensboro Sportsplex Manager

Parks & Recreation

Hiring Salary Range: $36,144-$40,296 Closing Date: 2/13/2004 Work Schedule/Requirements:

Primary job function and duties

This employee will be responsible for the marketing and management of a multi-faceted, indoor, pay-for-play sports complex. This individual will aggressively market and promote the facility utilizing multiple marketing strategies while managing the facility's program, staffing needs, and building maintenance needs through four full-time direct report positions. Persons with strong contracts at the K-12 levels as well as college and professional levels will receive additional consideration. The successful applicant must quickly develop face/name recognition within the community and in professional organizations while building consistent, general awareness of the facility. This employee must have a working knowledge of building systems and management. This job is Exempt and is not subject to the overtime provisions of the Fair Labor Standards Act.

Minimum Qualifications

* Bachelor's degree in Leisure Service/Parks & Recreation Administration Management or related field

* Experience in the preparation and implementing of annual budgets and special project budgets including revenue projections/tracking

* Experience developing and implementing programs

* Computer experience using software programs that are in every aspect of sports programming, employee management (tracking and programming), marketing (user profiles, direct mailings. E-Newsletters, leagues & daily use information and user services.

* Valid driven license

An Ideal Candidate Would Also Possess (Preferred Qualification):

* Experience managing staff and handling user/staff concerns

* 5 years experience in the marketing/management of a "pay-for-play" multi-faceted indoors sports complex with a minimum of 4 direct reports.

Applications are available at our website: http:www.ci.greensboro.nc.us/gsohr/Employment/ EmploymentPage.htm

If an applicant wishes to e-mail their application, please have them send it to: anita.lane@greensboro-nc-gov or brenda.white-jones@greensboro-nc-gov.

To mail an application in, please send it to this address:

City of Greensboro Human Resources--Employment Office P.O. Box 3136, Greensboro, NC 27402

To physically deliver an application, please come to this address:

Melvin Municipal Office Building 300 W. Washington St., Plaza Level Greensboro, NC 27402

If you wish to fax the application in, it can be sent to: [phone] Attn: Anita Lane or Attn: Brenda White-Jones

If there are any additional questions, please call our Human Resourcos Information Desk: [phone].

Scott Gerber is the Carver County Risk/ Emergency Management Director in Chaska, Minn. This article was based on a presentation Mr. Gerber made at the 2003 National Recreation and Park Association's Congress & Expo, held Oct. 21-25 in St. Louis, Miss. For more information about security and emergency services for large events, please feel free to e-mail Mr. Gerber at [e-mail].