Geoscience Reference
In-Depth Information
member who has been promoted up internally may not be as qualified as a 20-year
employee who has an interest in the field of special events planning or proven com-
petencies with technologies. In order to ensure a smooth operation, it is necessary
for a selection process to be conducted by the planners in order to find who has the
knowledge, skills, and abilities to accomplish the objectives and be highly efficient
during the special event.
Consider possibly using managers for special events who have previously been
operators at special events. These managers will understand the dynamics and chal-
lenges of working within a special event. Those skills, combined with an under-
standing of the proper management of a group, would produce a well-qualified
manager for a special event. It is understandable, however, that this is not always
feasible, especially when using groups at a special event is new. Discretion should
then be used in selecting qualified managers from the existing roster.
The managers for the events can function in a variety of positions. Depending
on the number or personnel resources that are being used, multiple managers may
be needed to conduct the special events operations. The effective span of control
should be considered when determining the number of managers. In order to have
an effective span of control, no more than seven units should be assigned to an
individual manager. The optimal target should be four or five per manager. If strike
teams, task forces, or small operations groups are being used for a special event,
each group may qualify as a single entity for reporting responsibilities. These sug-
gestions are consistent with the National Incident Management System (NIMS).
Managers may also function over responsibilities other than simply managing
personnel resources. They may function as logistic officers handling equipment,
food, and perishables during a sustained event. Managers may function as com-
munications officers, dispatching the special events resources to areas that need
it. They may also function as liaisons with other organizations or as the Public
Information Officer for the event. Obviously, not every manager will have these
abilities, so the most qualified person should be placed in these roles.
Managers should have a working knowledge of the organization that they arise
from so that they can bring their considerable expertise and experience to help pro-
duce a good response for the event. Each manager should operate within their spe-
cialty and not cross over into other specialties for the response agencies. Obviously,
you do not want a fire supervisor making law enforcement decisions. Ultimately,
the responsibilities of managers are flexible with the needs of the event and it is up
to the planners to determine what their objectives are.
It is very probable that the managers will be the individuals who are operating
within a JOC or a unified Command Post (CP) should either be established during
the event. This is dependent on the planners' directions during the planning phases
for the special event. Should the managers operate out of the JOC or CP, they must
have certain assets at their disposals.
Any person operating out of a JOC/CP should have access to all media outlets
(television, radio, Internet). Sometimes these are the quickest ways to find out about
