Office of Operations
21st Century Operations Using 21st Century Technologies

Planning for the Event

Good Practices

The Big Picture

  • Resources and funding must be identified to agencies well in advance of the event.  (2004 Democratic National Convention [DNC], 2004 DNC After-Action Report)
  • Develop a Local Host Committee including people from local businesses, the Chamber of Commerce, taxis, buses, etc.  Brief them so that they can do a good public relations job and bring back information on reservations for different parties affiliated with the event.  (Major League Baseball [MLB] All-Star Game, NSSE Web Conference)
  • The Special Event Committee and Local Host Committee work very closely to make sure that there is a good communication network with all of the people that do business in the event and party areas when it’s around an All-Star game or other major event.  (MLB All-Star Game, NSSE Web Conference)
  • Invite the railroads to participate in the Special Events Committee.  (Various events in Seattle, NSSE Web Conference)
  • Secret Service got involved in the planning process in September 2007, which gave the City of Denver 6 months to do their internal planning first and make sure everyone was on the same page (2008 DNC, The 2008 DNC – Lessons Learned for Emergency Management, International Association of Emergency Managers [IAEM] Annual Conference)
  • Plan for any ancillary events.  (2004 Super Bowl, NSSE Web Conference)
  • Build on existing plans and procedures.  (2008 DNC, The 2008 DNC – Lessons Learned for Emergency Management, IAEM Annual Conference
  • Integrate National Incident Management System (NIMS)/Incident Command System (ICS) early on into all planning and execution efforts.  (2009 Super Bowl, Tampa Bay Regional Public Safety Sub-Committee Super Bowl XLIII After-Action Report)
  • Consolidate all command elements in one facility.  (2009 Super Bowl, Tampa Bay Regional Public Safety Sub-Committee Super Bowl XLIII After-Action Report)
  • Continue to support the regional approaches to incident management as evidenced by the successes in the two regional centers.  (2004 DNC, 2004 DNC After-Action Report)

Internal Management Issues

  • Get early buy-in from senior leadership.  (2008 DNC, The 2008 DNC – Lessons Learned for Emergency Management, IAEM Annual Conference)
  • Put out a notice a few months in advance of an event that no vacations are allowed for certain groups of people who need to work on the NSSE event during that time.  Work with the union on the shift changes.  (2008 Republican National Convention [RNC], NSSE Web Conference)
  • Cut the leave for DOT staff and bring in people from other district areas for heavy equipment in case it is necessary to close other ramp systems to flush out the city during an evacuation.  (2004 DNC, NSSE Web Conference)

Outreach

  • Conduct outreach to employers related to shift changes including City staff.  (Various events in Seattle, NSSE Web Conference)
  • Before the event, conduct a “road show” tour with transportation officials, members of the state police department, and the event planners to explain to civic groups, local police and fire, etc. what the transportation plans are, how they will be implemented, and how to make the best of it.  (2004 DNC, NSSE Web Conference)
  • After finalization of the transportation plan, conduct a press conference before the NSSE to tell the public about the plan.  (2009 G-20 Summit, NSSE Web Conference)
  • Get the word out days before the event, so that people know and are excited about it.  Let businesses know that if they are in the security perimeter, they will not have access to their businesses during the event.  (2009 President/Vice President Elect Visit, NSSE Web Conference)
  • Consider economic realities and fiscal constraints when planning for an NSSE so that the event has a positive financial impact on the city and community.  (2009 Super Bowl, Tampa Bay Regional Public Safety Sub-Committee Super Bowl XLIII After-Action Report)

Secret Service

  • Have Secret Service investigate all active construction projects to check their security.  Have contractors with active construction projects along the route shut down during the event.  (2009 G-20 Summit, NSSE Web Conference)
  • Work with building owners and parking garage owners to clear out all of the cars and have a security team from Secret Service and the police do sweeps of any building that has line of sight into the event area.  (2009 President/Vice President Elect Visit, NSSE Web Conference)
  • Have Secret Service use the bomb dogs to check vehicles in the area.  (2004 Super Bowl, NSSE Web Conference)

Secret Service Clearance Issues

  • Secret Service clearance may be required for everyone in the building.  Identify who those people are early in the process to get the clearance.  (2009 President/Vice President Elect Visit, NSSE Web Conference)
  • Determine whether clearances are needed for Operations staff present during the event itself.  (2009 President/Vice President Elect Visit, NSSE Web Conference)
  • Require everyone in the Multi-Agency Coordination Center (MACC) to have Secret Service clearance, except those workers whose work is before and after the event.  (2009 G-20 Summit, NSSE Web Conference)
  • Require clearances for everyone including grounds keepers and parks and recreation.  Use perimeter security and magnetometers.  (Asia-Pacific Economic Cooperation [APEC] Conference, NSSE Web Conference)
  • Require Management to also get clearances along with the staff in Mobile Command Centers.  (2000 DNC, NSSE Web Conference)

Training

  • Conduct a full-scale exercise one month prior to the event to provide a similar setup and operation.  (2009 Super Bowl, Tampa Bay Regional Public Safety Sub-Committee Super Bowl XLIII After-Action Report)
  • Training should include all the agencies that will operate together as early in the process as possible.  (2004 DNC, 2004 DNC After-Action Report)
  • Continued support of multi-agency training and exercise initiatives on a regional basis will also provide the opportunity to build on the relationships and teamwork that have been developed in the preparation and response to the NSSE.  (2004 DNC, 2004 DNC After-Action Report)
  • Hold tabletop exercises.  (2008 DNC, 2008 DNC, Planned and Unplanned Events, Presented to Institute of Transportation Engineers [ITE] 2009, Phoenix)
  • The entire Denver Public Works staff, upper management through utility workers, were trained in NIMS and ICS alongside traditional first responders.  (2008 DNC, Public Works Staff phone interview)
  • Attended the FHWA’s planned special event conference.  Other staff were sent to the training using that.  That helped, as well as working with other people who had gone through the bumps and bruises.  (2008 RNC, NSSE Web Conference)

Institutional

  • Work with regional partners to establish critical parameters for the development of plans, including a timeline for plan development and common planning assumptions.  This timeline should allow sufficient time to identify gaps among plans, conduct any necessary exercises, and provide training to senior officials and key operational personnel.  (2009 Presidential Inauguration, 2009 Presidential Inauguration Regional After-Action Report Summary)
  • Federal agencies (national level offices) need to work with local, state, and federal (regional) agencies considering that these agencies have localized experience and knowledge.  (2004 DNC, 2004 DNC After-Action Report)
  • In any large-scale event, state agencies need to be involved early in the process, if for nothing else but to offer a capability briefing on resources, assets, and personnel.  (2004 DNC, 2004 DNC After-Action Report)
  • Establish a State Working Group as a standing committee for special events and meet at least quarterly.  (2004 DNC, 2004 DNC After-Action Report)
  • The State Working Group also considers the early inclusion of the core state agencies into the planning process one of the reasons the coordination in the statewide strategy for this event was so successful.  (2004 DNC, 2004 DNC After-Action Report)
  • Planning and execution involved many partner agencies including 18 from the City of Denver, 57 other local agencies, 6 state agencies, 11 federal agencies, 5 non-government agencies, and 4 private sector organizations.  (2008 DNC, The 2008 DNC – Lessons Learned for Emergency Management, IAEM Annual Conference
  • Establish and maintain effective public safety partnerships early on in the planning process to give ample time for staff and leadership to develop trust of each other and understand unique needs.  (2009 Super Bowl, Tampa Bay Regional Public Safety Sub-Committee Super Bowl XLIII After-Action Report)
  • The existing protocols of local government requests to state government before a federal NSSE request must be reinforced.  (2004 DNC, 2004 DNC After-Action Report)
  • Denver had 18 planning subcommittees, one of which was transportation.  Each had a federal and local co-chair and in some cases a state co-chair depending on the state’s level of involvement in that area.  Met bi-weekly for a year.  (2008 DNC, 2008 DNC – Lessons Learned for Emergency Management, IAEM Annual Conference)
  • Roles for non-traditional agencies must be considered and be inclusive.  (2004 DNC, 2004 DNC After-Action Report)

Event-Specific

  • Establish formal, institutionalized processes for coordinating and validating plans among partners.  This should include processes for establishing common planning assumptions and identifying interdependencies among plans.  (2009 Presidential Inauguration, 2009 Presidential Inauguration Regional After-Action Report Summary)
  • Develop common plan templates to promote the regional integration and coordination of plans.  (2009 Presidential Inauguration, 2009 Presidential Inauguration Regional After-Action Report Summary)
  • Encourage businesses to work out of satellite locations.  (2009 G-20 Summit, NSSE Web Conference)
  • Burnsville identified two potential protester targets within the city limits of Burnsville that could potentially result in a civil disturbance or mass arrest situation.  The National Emergency Management Network incident tracking and mapping software allowed city personnel to quickly and easily pre-plan graphically for this potential, and by integrating location information, pictures inside and outside buildings allowed officers to be prepared in the event the protests materialized.  (2008 RNC, Burnsville article: “National Emergency Management Network Aids Local Law Enforcement during Republican National Convention”)
  • The Mayor briefs the City Council on any event that may use City resources so that politicians have a chance to review expenditures in the pre-event planning.  (World Trade Organization [WTO], Various others in Seattle, NSSE Web Conference)

Transportation

  • Participate on the traffic, public works, and public relations teams.  (2008 DNC, 2008 DNC, Planned and Unplanned Events, Presented to ITE 2009, Phoenix)
  • Indicate in the traffic control plan that State Police should close parkways during peak period traffic for motorcades as dignitaries are driven to the event.  (2009 G-20 Summit, NSSE Web Conference)
  • Widely distribute detailed traffic/transportation plans to the emergency operations center (EOC) and other cooperating agencies.  Plans should be flexible to be modified “just in time” as conditions require.  (2008 DNC, Public Works Staff phone interview)
  • Publicize information on road closures/detours in advance to the public.  Delegate and dignitary transportation plans should not be public and should be managed/coordinated with the traffic management center (TMC) in real time.  (2008 DNC, Public Works Staff phone interview)
  • Evaluate options for improving modeling of the impacts of surface transportation plans during special events.  (2009 Presidential Inauguration, 2009 Presidential Inauguration Regional After-Action Report Summary)
  • Prepare a well-developed communications plan for the TMC/Command Center.  The TMC coordinates with the EOC who coordinates with the Joint Information Center (JIC) as needed.  Field personnel communicate information to the TMC as needed for coordination.  (2008 DNC, Public Works Staff phone interview)
  • Ensure emergency access to the major medical centers.  (Various events in Seattle, NSSE Web Conference)
  • Work with the local hospitals to ensure they are aware of road closures so that they can advise their ambulance drivers to reorient their access routes.  (2009 President/Vice President Elect Visit, NSSE Web Conference)
  • Make sure the Fire Department and Emergency Medical Services (EMS) are aware of closures well in advance so that they can adjust operations.  (2004 Super Bowl, NSSE Web Conference)
  • Ensure coordination between the transportation roadside and the transit system (e.g., in terms of how to best accommodate buses) and encourage the use of public transit.  (2004 DNC, NSSE Web Conference)
  • Hold off on re-franchising cabs to assess their performance during the event.  (2000 DNC, NSSE Web Conference)
  • Require licensed cabs to undergo a security check.  (2000 DNC, NSSE Web Conference)
  • To discourage price gouging, hold a meeting with the cab companies to inform them of the rules.  (Various events in Houston, NSSE Web Conference)
  • Bus parking and passenger transit plans for special events should include provisions for delivery of human services and first aid to passengers in the event of inclement weather.  This may be achieved through the deployment of additional aid stations or the re-positioning of existing stations.  (2009 Presidential Inauguration, 2009 Presidential Inauguration Regional After-Action Report Summary)
  • Create taxi and bus staging areas.  (2004 Super Bowl, NSSE Web Conference)
  • Determine whether limousines will play a big part, and designate a place for them.  (2004 Super Bowl, NSSE Web Conference)
  • Do not allow buses in the secure zone.  (2009 G-20 Summit, NSSE Web Conference)
  • Create an emergency bus lane—to control access for train lines that have to get off the rail and onto buses and into the city.  (2004 DNC, NSSE Web Conference)
  • Develop a plan in case of a terrorist event in the area.  Have alternate staging areas in case primary stops are impacted.  (2004 DNC, NSSE Web Conference)
  • Add signs in advance for taxis, buses, and limos to direct them to staging locations.  (2004 Super Bowl, NSSE Web Conference)
  • Install Qwick Kurb to establish an emergency/bus lane.  (2004 DNC, DNC Traffic Management Plan)
  • Use “zipper lane” to establish emergency/bus lanes.  (2004 DNC, DNC Traffic Management Plan)
  • In an effort to entice DNC delegates and participants to use public transit, the Massachusetts Bay Transportation Authority (MBTA) created a DNC Transportation pass.  (2004 DNC, Presentation on Transportation Planning for the 2004 DNC Fleet Center, Boston)
  • MBTA marketed three Park and Ride lots to provide an alternative to driving into Boston.  (2004 DNC, Presentation on Transportation Planning for the 2004 DNC Fleet Center, Boston)
  • Remind truck drivers that State Police Inspection Teams will be out in full force doing random security checks of all commercial vehicles.  (2004 DNC, Presentation on Transportation Planning for the 2004 DNC Fleet Center, Boston)
  • Work with the local Trucking Association to get the word out ahead of time, but also use message boards at key Interstate junctions and Highway Advisory Radio (HAR) systems to notify the commercial motor vehicle community of the inability to travel through the city during the event.  (2004 DNC, NSSE Web Conference)
  • In terms of personnel, cut the leave for DOT staff and bring in people from other district areas for heavy equipment to close ramp systems to flush out the city in case of an evacuation.  Have people/equipment stationed to support such needs.  (2004 DNC, NSSE Web Conference)

Technology

  • During the implementation, provide all of the federal agencies with their control panels, and locate all of the public agencies and police, fire, etc. in one room.  (2004 Super Bowl, NSSE Web Conference)
  • Combine all traffic and security cameras onto a fiber system and bring the images to each command center location.  There could be issues if there is no system to pull them all together.  Set up a process for one piece of software that can access all cameras.  (2008 RNC, NSSE Web Conference)
  • Technology training and establishing user rules should start as early in the preparedness cycle as possible.  (2004 DNC, 2004 DNC After-Action Report)
  • Identify and select a secure information sharing system/tool to share draft plans, information, and updates among planners throughout the NSSE planning process.  This system/tool should be designed to provide planners with greater visibility into the status of efforts in other jurisdictions and other functional areas so that they can identify interdependencies and gaps.  (2009 Presidential Inauguration, 2009 Presidential Inauguration Regional After-Action Report Summary)

Gaps

  • A single Incident Action Plan and Situation Report format needs to be developed.  (2004 DNC, 2004 DNC After-Action Report)
  • NIMS/National Response Framework (NRF) adherence was important.  Secret Service does not use NIMS, which can create some terminology differences and potential misunderstandings.  (2008 DNC, The 2008 DNC – Lessons Learned for Emergency Management, IAEM Annual Conference)
  • The ICS and Unified Command must be used to minimize confusion of command and control by all agencies.  (2004 DNC, 2004 DNC After-Action Report)

Lessons Learned

The Big Picture

  • It is critical to ask the right questions up front to help in planning for the event.  Coordinate with other cities who have previously hosted similar events to learn what questions to ask and what to expect.  (MLB All-Star Games, 2008 RNC; NSSE Web Conference)
  • There are a lot of differences with each event and in each location, but there are enough similarities in previously held NSSEs for the information shared to be useful.  (2008 RNC, NSSE Web Conference)
  • Advance studies (e.g., a 2-year-out Super Bowl study was able to observe two earlier Super Bowl locations) can allow the planning team the chance to observe other locations hosting similar events and provide the platform to make the event safe and efficient.  (2009 Super Bowl, Tampa Bay Regional Public Safety Sub-Committee Super Bowl XLIII After-Action Report)
  • There is a constant need to be prepared to be agile enough to change at a moment’s notice.  (2008 DNC, NSSE Web Conference – mentioned in presentation at ITS World Congress 2008, New York)
  • Events aren’t static.  You plan them as if they were, but when you’re getting into operational mode, it’s constantly moving.  So all plans have to be adjusted and manipulated, particularly at the municipal level.  (Various events in Seattle, NSSE Web Conference)
  • The year to plan for the event was beneficial in a coordination process.  (2004 DNC, 2004 DNC After-Action Report)
  • The Colorado Department of Transportation spent 8 months planning for the use of the Pepsi Center as the primary venue and 1 month to plan for the use of Mile High Stadium when the decision was made to add that venue.  The City planning team worked on the use of the Pepsi Center for over a year and the Mile High Stadium for almost 2 months.  (2008 DNC, The 2008 DNC – Lessons Learned for Emergency Management, IAEM Annual Conference)
  • Everyone has their own set of expectations, particularly at the national level.  It is important not to get too focused on minute points, instead of understanding the overall expectations of the Secret Service or other agency.  It is important to get a good overview of the event from an expectation viewpoint, rather than focusing on street-level detail.  (Various events in Seattle, NSSE Web Conference)
  • Regional EOCs improved the coordination among participating communities and services.  (2004 DNC, 2004 DNC After-Action Report)
  • MACC provided coordination for the NSSE.  (2004 DNC, 2004 DNC After-Action Report)
  • Establish and communicate clear roles of the MACC versus EOC versus Joint Operations Center.  (2009 Super Bowl, Tampa Bay Regional Public Safety Sub-Committee Super Bowl XLIII After-Action Report)
  • Have written procedures and protocols.  (2008 DNC, 2008 DNC, Planned and Unplanned Events, Presented to ITE 2009 Phoenix)
  • Include all Emergency Support Functions (ESFs)/Disciplines.  (2008 DNC, The 2008 DNC - Lessons Learned for Emergency Management, IAEM Annual Conference)
  • Ensure NIMS/NRF adherence.  (2008 DNC, The 2008 DNC - Lessons Learned for Emergency Management, IAEM Annual Conference)
  • Plan for large and small-scale events.  (2008 DNC, The 2008 DNC - Lessons Learned for Emergency Management,  IAEM Annual Conference)
  • Share law enforcement information.  (2008 DNC, The 2008 DNC - Lessons Learned for Emergency Management, IAEM Annual Conference)
  • Plans were either viewed as too comprehensive or not comprehensive enough.  (2004 DNC, 2004 DNC After-Action Report)
  • Deadlines to provide data were not always met.  (2004 DNC, 2004 DNC After-Action Report)
  • Print deadlines made creating current data documents a challenge.  (2004 DNC, 2004 DNC After-Action Report)
  • Do a thorough job of tracking all costs to seek reimbursement.  Consider assigning someone who is business focused to do that tracking as their main duty.  (2008 RNC, NSSE Web Conference)
  • A significant number of “last minute” changes were requested.  (2004 DNC, 2004 DNC After-Action Report)

Internal Management Issues

  • Obtain early buy-in from senior leadership.  (2008 DNC, The 2008 DNC -  Lessons Learned for Emergency Management, IAEM Annual Conference)
  • Plan for use of additional staff to work as runners, food, preparing reports, etc.  (2009 Super Bowl, Tampa Bay Regional Public Safety Sub-Committee Super Bowl XLIII After Action Report)
  • Plan for additional surge capacity for Public Works and Public Works related tasks.  (2009 Super Bowl, Tampa Bay Regional Public Safety Sub-Committee Super Bowl XLIII After Action Report)

Outreach

  • Direct contact with the media helps in terms of the communication and distribution of accurate information to the public.  (2008 RNC and various events in Seattle, Minnesota, Baltimore; NSSE Web Conference)

Secret Service

  • Secret Service frequently want to talk to the police more than transportation.  (Various events in Seattle, NSSE Web Conference)
  • Secret Service, St. Paul Police Department, and Federal Bureau of Investigation (FBI) were respectful on how to accomplish the traffic control.  They explained what they wanted to happen and then let the state agency figure it out.  Need to aim for that kind of relationship.  (2008 RNC, NSSE Web Conference)
  • You can say no to the Secret Service.  (2008 RNC, NSSE Web Conference)

Secret Service Clearance Issues

  • Don’t underestimate the dynamics and demand for credentialing.  Plan for more resources in this area than you think you might need.  (2009 Super Bowl, Tampa Bay Regional Public Safety Sub-Committee Super Bowl XLIII After Action Report)

Training

  • Training is key.  (2008 DNC, The 2008 DNC - Lessons Learned for Emergency Management, IAEM Annual Conference)
  • Ensure the right people come to training.  (2008 DNC, The 2008 DNC - Lessons Learned for Emergency Management, IAEM Annual Conference)
  • Conduct training and tabletop exercises (test your plans).  (2008 DNC, 2008 DNC, Planned and Unplanned Events, Presented to ITE 2009 Phoenix)
  • The entire planning team, including Public Works/Transportation, went to Emmitsburg for the Federal Emergency Management Agency’s Integrated Emergency Management course.  (2008 DNC, Public Works Staff phone interview)
  • A planning issue was that interagency training came very late in the process; this was critical to the National Guard as they are a “part-time” force.  Therefore, advance notice is required to ensure Massachusetts Air National Guard planning into the training cycle.  (2004 DNC, 2004 DNC After-Action Report)
  • Joint training exercises, particularly with the National Guard, were very beneficial to integrated operations.  (2004 DNC, 2004 DNC After-Action Report)

Institutional

  • Know your counterparts in your sister agencies and cities and counties.  (2008 DNC, 2008 DNC, Planned and Unplanned Events, Presented to ITE 2009 Phoenix)
  • Partnerships are invaluable with other agencies.  (2008 DNC, 2008 DNC, Planned and Unplanned Events, Presented to ITE 2009 Phoenix)
  • Transportation doesn’t do much without police partnership.  Police have a different viewpoint on things than planners and traffic management people.  They are the ones on the ground for the city transportation issues, and that needs to be respected in terms of the overall planning.  (Various events in Seattle, NSSE Web Conference)
  • Overlapping jurisdiction was a major issue of transportation response to the DNC security plan.  (2004 DNC, 2004 DNC Briefing for Commissioner)
  • Needed to develop a unified traffic response to the security plan.  (2004 DNC, 2004 DNC Briefing for Commissioner)
  • Teamwork based on pre-existing and new interagency relationships attributes to the ease of operational response and integration.  (2004 DNC, 2004 DNC After-Action Report)
  • The “dual hat” status for the joint military coordination was viewed as successful and a very positive innovation.  (2004 DNC, 2004 DNC After-Action Report)
  • The consequence management subcommittee was credited with the coordination process being workable.  (2004 DNC, 2004 DNC After-Action Report)
  • Late deployment and releasing of certain federal assets was a challenge to state and local coordination.  (2004 DNC, 2004 DNC After-Action Report)
  • There was concern that at times federal agencies were communicating directly with local government and not involving state agencies.  (2004 DNC, 2004 DNC After-Action Report)
  • Coordination between private and public agencies was regarded as successful.  (2004 DNC, 2004 DNC After-Action Report)

Event-Specific

  • Protests and their proximity to the event location can be an issue.  (2009 G-20 Summit, 2000 DNC; NSSE Web Conference)
  • For events like the MLB or Goodwill Games that impact the entire city, an EOC is implemented for which the same sort of personnel would be involved on the communications side as with any other event, from an earthquake to a major disaster.  (MLB All-Star Games, various others in Seattle; NSSE Web Conference)
  • There are often “followers” of events who expect extra treatment (e.g., the Budweiser horses wanting to do a parade).  (MLB All-Star Games, NSSE Web Conference)
  • You can’t have enough motorcycle police available and assigned for escorts.  (APEC and National Governor’s Association, NSSE Web Conference)
  • Deploying licensed cabs outside the event can help a lot.  (2000 DNC, NSSE Web Conference)

Transportation Needs

  • All options to the security plan had very dramatic consequences to the regional highway and local roadways, commuter rail and subway systems.  (2004 DNC, 2004 DNC Briefing for Commissioner)
  • There was not enough time in the process to develop detailed travel models.  (2004 DNC, 2004 DNC Briefing for Commissioner)
  • More than 162 ambulances entered the closed portions of the roadways and required credentialing for access into the hard zone, a restricted area that is only accessed by tickets or credentials.  Only one had any difficulty at the checkpoint; it was determined it was not related to the road closures but to a detour due to a water main break.  (2004 DNC, 2004 DNC After-Action Report)

Technology Needs

  • Develop the process first and software second; develop/provide Just-In-Time training and guidance on what to enter, not just how.  (2008 DNC, The 2008DNC - Lessons Learned for Emergency Management, IAEM Annual Conference)
  • Develop a camera system that provides access into every agency’s cameras (airports, highway, transit system, turnpike, as well as those set up in the city for security).  Watching the traffic volumes helped to make decisions on the timing of the closure of the highway system.  (2004 DNC, NSSE Web Conference)
  • Modifying software to “unpublish” certain cameras so that they are not available to the public or the media (but still visible to the TMC) can be a big help.  (2008 RNC, NSSE Web Conference)

Gaps

  • Have a representative from the National Football League (NFL) in the Unified Command at the MACC.  (2009 Super Bowl, Tampa Bay Regional Public Safety Sub-Committee Super Bowl XLIII After Action Report)
  • Strict ICS and Unified Command concepts were not exclusively used.  (2004 DNC, 2004 DNC After-Action Report)
  • The lack of a JIC in the event of a major incident was only identified late in the planning process.  (2004 DNC, 2004 DNC After-Action Report)
  • Not all agencies provided situation reports.  (2004 DNC, 2004 DNC After-Action Report)
  • Neither single format nor a single event Incident Action Plan or Situation Report were produced.  (2004 DNC, 2004 DNC After-Action Report)

Miscellaneous

  • Hold regular coordination meetings in advance among stakeholders.  Coordination meetings provide the opportunity not only to coordinate upcoming events, but also to cement relationships among the agencies and groups that participate in the meetings.  Organized meetings where the participants get to know each other and learn how to communicate and work together set the stage for day-of-event activities.  (ITS for Planned Special Events: A Cross-Cutting Study)
  • Understand that each agency operates in a manner that is consistent with its own goals and operational concepts.  It is important to learn what these goals are and keep them in mind when moving forward with an event.  Developing understanding on both the institutional and the individual levels contributes to well-coordinated planning for special events on both regional and local basis.  (ITS for Planned Special Events: A Cross-Cutting Study)
  • Develop a contingency plan for evacuation of the venue.  Pre-planning evacuation-related messages for dynamic message signs and pre-recording HAR messages are components of an evacuation plan.  It is also important to know the chain of command and plan for communication among emergency responders in the event that contingency measures need to be implemented.  (ITS for Planned Special Events: A Cross-Cutting Study)
  • Coordinate with construction programs at the state, county, and local levels to ensure that there are no planned construction projects scheduled to occur on the day of event.  (ITS for Planned Special Events: A Cross-Cutting Study)
  • When planning, remember the needs of local citizens as well as event attendees.  It is important to recognize the importance of keeping event participants out of local neighborhoods by closing off streets in residential areas.  It is also important to remember that local citizens may need to move around the venue area during events.  The needs of both event attendees and local residents should be considered when adjusting signal timing plans.  (ITS for Planned Special Events: A Cross-Cutting Study)
  • Communicate with neighboring localities and counties and coordinate with them as necessary to establish alternate routes in their jurisdictions.  (ITS for Planned Special Events: A Cross-Cutting Study)
  • Consider approaching other localities or state agencies about borrowing dynamic message signs or other equipment.  (ITS for Planned Special Events: A Cross-Cutting Study)
  • Put portable dynamic message signs in place several days prior to the start of a planned special event to inform motorists of the event and give them sufficient time to find and become familiar with alternate routes.  This practice can reduce the number of local motorists who are using the roadways that serve the event and contribute to decreased traffic delays associated with the event.  (ITS for Planned Special Events: A Cross-Cutting Study)
  • Place dynamic message signs on outlying roadways that lead into event areas to provide a decision-point strategy for travelers who wish to avoid the event area.  This placement can improve ease of travel throughout the region on the day of event.  (ITS for Planned Special Events: A Cross-Cutting Study)
  • Take time to plan message content.  By reviewing the quality, accuracy, and impact of pre-event message content on the travel patterns of a community, planners can craft messages that maximize the value of the signs to both local and visiting motorists.  (ITS for Planned Special Events: A Cross-Cutting Study)
  • Test equipment thoroughly before the day of event.  If a new piece of equipment will be used for an event, it is important to set it up and test it in advance of the event so that any problems or failures can be resolved ahead of time.  Older equipment should also be checked prior to deployment to ensure it is in reliable working condition.  (ITS for Planned Special Events: A Cross-Cutting Study)
  • The WTO did not come through the City’s Special Events Committee, and as a result, the event was more challenging.  (WTO, NSSE Web Conference)

May 2011
Publication #FHWA-HOP-11-012