Operations Department After-Action Report

Department: OPERATIONS

Director: Jo Mc Daid

1. Introduction 1.1 Initial Set-up Dates & Structure In November 1999 the Chief Executive Officer was appointed by the Board of the 2003 Special Olympics World Summer Games and subsequent to this appointment many committees were set-up to start the initial planning. An Operations Committee was established in the same month (November 1999) under the chairmanship of a member of the Board. The strategy was that a member of the Board would preside over and monitor closely the workings of a particular Games Department. In the case of the Operations Department this strategy worked brilliantly from the inception of the department to its conclusion in September 2003. The Operations Committee began formal meetings with its assigned Board Member in November 1999 and continued these on a quarterly basis up until end of 2001, at which point they were held at two-month intervals through 2002 and eventually, held monthly throughout 2003. These meetings were chaired by the Board member assigned to Operations and were formal meetings where updates were given, issues raised for discussion and specific areas were outlined where it was considered the Board Member could provide assistance. The Operations Committee that was established consisted solely of volunteers from November 1999 until September 2000 many of whom had been identified for their particular skills and/or previous background in Special Olympics Ireland National Games events. Many of those involved at this stage had already agreed to oversee a particular Functional Area for the Games and had indicated that they would be prepared to work full-time on the Games mainly through secondments (released to the Games Organising Committer (GOC) and paid for by their current employer) or by continuing in a full-time voluntary capacity.

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The following organisation chart gives an indication of the areas that were initially identified as part of Operations and the various positions occupied by volunteers in these early stages:

Operations Committee - November 1999

Chairperson Greg Sparks (Board Member)

Director of Operations Jo Mc Daid

Signage & Look Transportation Catering Accommodation Logistics Medcical Security Ronnie Petrie (Vacant) Tracy Mc Daid Marie O' Brien Peter Murphy Annette Codd (Vacant)

These committee members began their planning within their respective areas throughout the year 2000. An official liaison was also established with the Irish Police Force (An Garda Síochaná) and this individual attended the Operations Committee meetings. The first employee was brought on board in September 2000 with the appointment of the Director of Operations and other positions were filled in 2001 as indicated below in the table.

Director of Operations Jo Mc Daid September 2000 Administrative Assistant Claire Heffernan February 2001 Public Safety Jessie Walsh May 2001 (Safety/Security & Risk Mgt) Transport Vincent Fitzgerald May 2001 Accommodation Manager Marie O Brien July 2001 Venue Development Denis Doolan August 2001 Medical Manager Annette Codd September 2001 Catering Tracy Mc Daid Continued as volunteer until October 2002

Responsibility for Signage & Look was transferred to the Marketing & Communications Department in September 2001.

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1.2 Preliminary Information

1.2.1 Past Games Information As Head of Delegation (HOD) for the Irish team that had travelled to the 1999 Special Olympics World Summer Games in North Carolina, the Director of Operations gained an invaluable insight to the end product that was expected to be delivered, albeit with a desire to reach even higher standards of qualitative and efficient operating systems. Experiencing the 1999 World Games as a particular constituent group member, with particular responsibility for the participating athletes and coaches, gave a tremendous understanding of the needs of these particular individuals and helped identify the deliverables. The fact that other members of the 2003 GOC also had first-hand experience of several past World Games also assisted greatly in identifying the needs of other constituent groups and recognising where improvements could be made. The CEO and five directors of the 2003 GOC had all experienced at least one previous World Games in different capacities Heads of Delegation, Guests, Observer, Assistant HOD -Sports Specific, Sports Rules Committee, Evaluation Committee, Media Reporter and Family Member. The collective experiences allowed for much sharing of information and meant that as a GOC in its initial stages there was a very strong and clear understanding of what was needed.

1.2.2 Past Games Plans & After Action Reports The 2003 GOC received the After-Action reports from both the 1999 World Summer Games and from the 2001 World Winter Games. The 1999 After-Action reports were very useful in order to give an overview of the each of the functional areas. They served very well to give any newcomer to the GOC an insight into a particular area. However, the reports tended to be very repetitive and the recommendations stemming from their post-games evaluation were not clearly outlined nor stressed in any clear manner. The 2001 After-Action reports from Alaska were much more informative in terms of recommendations and suggestions as how to improve on certain aspects. Despite the Winter Games being much smaller in nature and less sports offered than at a World Summer Games, they were generally felt to be more informative. After-Action reports on areas such as Logistics, Construction and transportation were not received from the 1999 World Games which was disappointing. This appeared to be because these areas had been overseen by consultants to the Games. There were no overall departmental reports from either World Games, which would have been helpful, especially in the early stages of planning when there much debate as to which functional area sat best in which department. Neither set of After-Action Reports gave an indication of significant timelines that were useful in planning from three years prior to the Games. An outline of the recommended staff numbers required would have been extremely useful information had it been forthcoming from past GOCs.

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1.2.3 Site Visits/Workshops February 2000: Representatives of Special Olympics International visited Dublin for an information-exchange session with existing members of the Games Organising Committee most of which were still volunteers at this time. This proved a useful exercise to help clarify responsibilities and to allow important issues to be highlighted. It would, however, have been most beneficial if Special Olympics International had been in a position to offer more guidance and outline major timelines at this point in the planning. Much of the exchange was focused on establishing how far the GOC was in its planning rather than providing assistance to them. June/July 2000: An Operations Workshop was held in Dublin to which three key members of the Operations Team from the 1999 World Games attended and shared their experiences and offer guidance and advice. The workshop covered all areas included in the Operations Department s brief and was extremely beneficial. October 2000: The Director of Operations and the Director of Sports & Competition visited Alaska to attend an Integration Meeting that had been arranged between the 2001 World Winter Games GOC and Special Olympics International. The format of the session saw the GOC person responsible for each functional area report on their plans and progress to date. For most of the functional areas covered, Special Olympics International also had a staff member who worked closely with the GOC person. The net result was that there were a lot of issues discussed and ideas and suggestions shared. This week-long event was extremely beneficial and certainly served 2003 representatives as a key learning tool, especially with it happening so early in the 2003 GOC s planning stages. November 2000: A transport workshop was held to which all the representative bodies that were involved in transportation within the city were invited. This included members of the Gardaí (police force), local authority representatives, the Automobile Association, National Bus Service Providers, Private Bus Operators and a transports planning company. The workshop served to inform all of the key agencies of the needs of the Games in terms of the transports services, as well as highlight the impact the event would have on the city itself and finally, outline where each of the agencies could provide support. The workshop was very successful but possibly a little too early in the planning phase since there no individual had been appointed to oversee the transport area from within the GOC. It is recommended that a workshop of this nature is not held until the GOC- appointed person is in position. May 2001: Members of the Operations team, along with other GOC members, visited Manchester to meet with the GOC responsible for organising the Common Wealth Games to be held in August 2002. The 2003 GOC were reassured in their own planning progress after the visit as it was discovered that some of the issues arising had already been identified by 2003 GOC. The visit help immensely to form relationship with some key personnel, some of which later joined the 2003

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GOC to take up key roles of responsibility in the following areas:- Procurement, Logistics, Construction, Motor Pool Operations, Event Services and Venue Operations. From a recruitment prospective, this was a most-beneficial visit. May 2001: A second workshop was held for transportation, to which the same group of individuals were invited. The GOC had a person working in Transport at this stage but the individual was also working in Logistics as it turned out this individual later transferred fully to the Logistics area. Hence, the workshop served to keep all agencies updated on the plans but again was in hindsight too early. The GOC had contracted a transport planning company to work on certain aspects of the Games and they played a huge role in delivering this second workshop. Again, this company were working on the Games before the eventual Transport Manager was appointed (which was in October 2001) and their input was not as valuable as it could have been a little later in the planning. November 2001: A Safety Management Course, organised by the Safety & Risk Manager, was held to which all staff were invited to send representatives - particular emphasis was placed on all of the Operations Department attending and also the General Managers, Sports & Competition, who were responsible for both the organisation of the Sports and the Venues at this stage. The course was excellent but unfortunately it was too early in the planning it would have been more useful to have been organised in March 2002 and some volunteer Venue Managers would have been in a position to attend. Project Management Course: All staff underwent a Project Management two- day course according to when they were hired. The provided the tools and insight as well as project management skills to help them map out and plan their projects.

Jo Mc Daid Page 5 of 111 2/12/2004 2. Department Overview Executive Summary The Operations Department role was to ensure that all World Games Participants and constituent groups experienced a safe and secure environment at all 2003 Special Olympics World Summer Games venues and activities. The Operations Department was responsible for sourcing and operating the accommodation venues for the delegations, provision of their transport, catering and medical needs. The department was required to ensure that all venues were fitted out to the best possible standard and, finally, it was the department s responsibility to guarantee a consistent system of venue management and operations in each of the Games venues.

The Operations Department provided accommodation for all official delegations taking part in the Games. Existing housing venues throughout Dublin and the Greater Dublin Region were utilized. A consistent level of service was provided at each venue to ensure that all participants experienced a similar first-class service no matter which venue they were resident within. Housing assignments were made on the basis that each delegation was to be accommodated together in one venue and, where possible, with consideration to the location of their sports venue. Catering services at all venues provided for cultural diversities among the delegations, through the co-operation of the Games organizers and the service/facility provider.

Transportation was provided for all official delegations, sports officials, guests and Special Olympics Incorporated from their point of arrival to their departure date. A transportation plan was developed to ensure that all athletes, coaches and sports officials arrived safely and on time to their competition venues and other Games activities. The transportation needs of each Head of Delegation and invited guests were met through the provision of a motor pool. To facilitate volunteers, families and spectators attending the Games, the Operations Department worked in close collaboration with the Public Transport providers to put in place a transportation plan that met the needs of the Games and these particular groups.

Support was given in the logistics area by ensuring that all venues were fully resourced in terms of equipment, fixtures and fittings and power. Construction plans were devised and implemented, meeting architectural standards, existing safety standards and the standards set forth by the National Governing Body for each sport offered at the Games in 2003. The Venues Operations team undertook the operational planning for the sports and accommodation venue, ensuring consistency of structure, management, and implementation as well as providing detailed Venue Operating Plans for each venue with a comprehensive set of Policies and Procedures for all functional areas. A world-class environment was created through the provision of first-class signage and extensive decoration, providing appropriate décor at all venues and the necessary information to participants, families, volunteers, spectators and other Games related groups. (The responsibility for Signage & Look lay within the Marketing & Communications Department but six months out from the Games there was integration with the Operations

Jo Mc Daid Page 6 of 111 2/12/2004 Department in terms of the signage needs of the venues and the construction build and bump-in schedules.)

Effective communication with all other functional areas of the Games Organising Committee was a key responsibility of the Operations Department so that it gave support to all other areas and ensured the successful running of the 2003 Special Olympics World Summer Games.

Project Goal To provide and implement, in the safest and most effective manner, the necessary support services that will meet the needs of the 2003 Special Olympics World Summer Games. Project Sub Goals To devise and implement 1. A medical plan that will provide for and address the medical needs of 2003 Special Olympics World Games. 2. A public safety plan that will meet the needs and ensure the safety and well- being of those involved in and connected with 2003 Special Olympics World Games. 3. A logistics plan that will meet the needs of 2003 Special Olympics World Games. 4. A transport plan that will ensure that Games participants and other defined constituent groups are transported in a safe and timely manner to all 2003 Special Olympics World Games events and locations. 5. To provide clean and comfortable housing to each official Delegation. 6. To ensure that each housing venue offers a comparable level of service to its residents. 7. To provide a food service that meets the needs of all official delegations of the 2003World Games in terms of nutrition and cultural diversity. 8. To procure Games related products and services, primarily but not exclusively in the Operations Department. 9. To oversee the production, management and implementation of a comprehensive Venue Integration and Operational Plan that will incorporate Venue Design, the set-up and tear-down schedules for each venue and the plans for maintenance and repair of the venues during Games time. 10. To ensure that the management of Games venues is undertaken by well-trained venue management teams who are familiar with the policies and procedures of venue operations. 11. To evaluate the developed plans by, in as far as is possible, implementing the plans during Pre-Games 2002 and reviewing each plan immediately afterwards. 12. To establish clear and effective communications with all 2003 World Games Functional Areas and external bodies. 13. To create a positive and enjoyable experience for all members of the Operations Department and for those who come in contact with the Department directly or indirectly, encouraging teamwork and effective communications. 14. Produce comprehensive plans in Transportation, Public Safety, Medical Services, Participant Services and Logistics for each venue and constituent group.

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Project Non- Goals Organisation and provision of Family Housing and Guest Housing Design & Production of Signage Look of the Games Food Services at Receptions

Reporting procedures of the Operations Department General Managers submit monthly status reports to Director of Operations. Director submits overall Operations Department status report to CEO. Director and each General Manager submit bi-monthly report to Chairperson of Operations Department (Board Member) and discuss at bi-monthly meeting. Director submits report to Board of Directors once every 3 months during 2001.

2.1 Department Projects

Initial Projects Initially (Jan 2001) the Operations Department responsibilities were defined by six key areas: 1. Transportation 3. Medical Services 5. Logistics 2. Public Safety 4. Participant Services 6. Construction Each of these was defined as a Functional Area, with the exception of Participant Services. Each functional area was managed by a General Manager. In the case of Participant Services, the General Manager was responsible for both the Housing and Catering Functional Areas. This was primarily due to the fact that the Catering Manager operated in a voluntary capacity until October 2002. It was necessary at times to have a full-time GOC available for meetings, both internally within the GOC and externally with agencies/suppliers, when the Catering Manager was unavailable due to her own work commitments.

Public Safety when initially set-up as a functional area was responsible for Security, Safety and Risk Management. This functional area was later sub-divided into four distinct but related functional areas namely 1) Safety & Risk Management, 2) Event Services and 3) Contracted Security and 4) Garda Liaisons - a full-time secondment to the GOC, from the Irish Police Force, linked with each from October 2001.

Construction; In the initial planning in this area, the key emphasis was on venue design planning. There was practically no work carried out in this area until an individual with experience in venue management was recruited in July 2001 whose brief was to work directly in the planning of venues, design and operations. This area was initially called Venue Development but subsequently changed to Venue Integration and Operations (VIO) in January 2002 to reflect the key tasks that this area encompassed, i.e. Venue Design, Venue Construction and Venue Operations. Construction, as an area on its own, was reconstituted in November 2002 when an individual with specific construction

Jo Mc Daid Page 8 of 111 2/12/2004 experience was hired and when the emphasis on the venue side of things shifted naturally to venue operations.

Procurement: Initially, Procurement as a functional area was scoped to reside in the Business Operations Department. As time moved forward and closer to the Games, the Operations Department identified an individual, in September 2002,who had experience in Procurement, Logistics and Construction and recruited him as an Assistant Director of Operations, in November 2002 when he became available, to oversee all three areas. Before outlining each of the projects, it is necessary to highlight a few key areas that, at this early stage, were not sitting clearly within any one department but were outlined as part of the brief of operations but with links to other departments.

Communications: Initially Communications as a functional area was located in Operations under the Logistics function. However, as this warranted a full-time individual to oversee the area, it was decided to transfer this area to Information Technology (IT) when the GOC were fortunate to secure a secondment of a member of the Irish Defence Forces to work with IT on network planning for the Games but who also had vast experience in radio communications. However, an agreement was made that the Operations Department would retain a huge input into the Communications Operations Planning for the Games. In hindsight, the Operations Department would have been better to retain full ownership of this area. The area was reclaimed in October 2002 when Operations recruited additional staff to meet the needs. Much valuable time had been lost in terms of clear and concise planning and in terms of giving clear direction to the rest of the GOC. Planning across the two departments was difficult and not recommended in a key area such as this.

Policies & Procedures: The development and confirmation of Games Policies and Procedures across all the functional areas did not sit within any one department s brief. Even though each Functional Area will devise it own policies & procedures initially, a lot of co-ordination and integration with other FAs is required to ensure that they are operationally sound to implement. This area was subsequently driven by the Operations Department.

Ceremonies Logistics and Airport Logistics: These were two areas also identified as sub- areas within logistics but they referred more to the operational aspects of each area rather than the supply and delivery of goods and services. Ceremonies became a department on its own in early 2001 and as a result, all aspects of Ceremonies planning was undertaken by that department. In relation to airports, a manager was appointed within the International Services Department to oversee Airport Operations. The Operations Department attempted to maintain links with each through its eventual Venue Operations Section, whereby the individual responsible for Venue Operations in each of these areas would attend and participate in the Venue Operations planning meetings. This worked to some degree but for future Games it is recommended that each of these areas are included in any Venue Operations Department.

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2.2 Final list and brief description of the projects that resided within Operations Department/Major Deliverables by Project

List of projects within Operations Transport Communications Operations Venue Integration & Operations Event Services Logistics Accommodation (Housing) Security Site Management Catering Garda Liaison Procurement Safety & Risk Management Medical Services

Descriptions of the Operations Projects

Transportation: Transportation was responsible for delivering several transportation systems during the 2003 Games, each of which comprised of various levels of service, and which met the transportation needs of each group. The following are the list of constituent groups provided for in the transport plan and the type of service offered:- Official Delegations (Athletes, Coaches, Heads of Delegation and other Delegation members) The main means of transportation for this group was a dedicated bus system provided by the National Transport Company (Semi- state organisation) and by a private operator. In addition, the Heads and Assistant Heads of Delegation had access to the Motor Pool Services, supposedly from Monday 23rd onwards but in reality they used the Motor Pool service even earlier if a vehicle was available when they requested the service.

Sports Officials these officials were transported by means of a taxi firm whereby bookings were made in advance by a co-ordinator in sports. Guests Mainly transported by Motor Pool but also dedicated vehicles for large group movements.

Family members of the 2003 World Games Delegations, who have purchased a transportation ticket - transported by existing Dublin City Transportation Services Members of the Media Dedicated Shuttles to one venue where they were able to access the Inter-Venue Shuttle to the other venues.

Spectators - transported by existing Dublin City Transportation Staff & Volunteers (2003 Games Staff) - Motor Pool and private hire vehicles.

In addition to the daily transport needs of all the constituent groups, planning for special events such as Opening and Closing Ceremonies, Airport Arrivals & Departures, Entertainment evenings for delegations and Guest/Family Receptions were also part of the scope for the transportation functional area.

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Safety & Risk Management The role of the safety and risk management function:

To protect the health & safety of the visiting delegations and others (Volunteers, staff, spectators etc.) and minimising the financial impact of accidental loss for the 2003 Special Olympics World Summer Games

To ensure that all risks associated with the operation of the event were identified and addressed

To put in place a Risk Management Programme to cover all aspects of Games operations and develop a comprehensive integrated approach to managing any issues or risks identified in the process.

To ensure that measures to improve the methods by which it was possible to reduce, control, transfer or eliminate risk and subsequent cost, direct and indirect, to the GOC were adopted by all FAs across the GOC.Support the securing of the widest possible insurance cover to meet the insurable risks.

Provide resources to support the implementation of appropriate management controls to: Advise on a range of preventative control processes and early warning indicators that operations managers will implement Verify that Games management has anticipated worst case scenarios and has a programme in place to manage and mitigate these emergencies Verify that each location has a priority driven risk management action plan in place and advise on the implementation of the key action points To put in place Venue Safety Officers who will be responsible for undertaking a venue hazard inspection & risk assessment in collaboration with the core venue team and who will implement ongoing venue inspections and ensure there is a record of any incident which may result in loss to the organisation.

Event Services Event Services operations focused primarily on the venues. Event Services performs numerous functions in the front and back of house of competition and accommodation venues. These functions include:

Crowd Management (pedestrian flow) Access Monitoring (accreditation enforcement) Capacity Monitoring Spectator Marshalling Ushering Accessible Operations Support

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Roving Security Patrols

Event Services also worked closely with the Statutory Services, the Safety Officer and Logistics in several key areas such as entrances to venues, overnight security, and operational management of risk and safety measures.

In addition to these functions, Event Services venue operations also include key support functions such as on-venue staffing administration, equipment distribution and mobile response teams.

Key Tasks in the area were to: Develop training materials for all Event Services venue teams and staff Establish call-signs for each venue Create Operational documents for each venue Teach communications protocol and radio usage Recruit and train Event Services staff Scope/Request Event Services space, FF&E, technology Create Event Services policies/procedures Contribute to preparation of public information content Management support of Event Services Venue Managers

Security To secure the assets of the GOC in Sport venues from close of competition until start of competition the following day. To provide a security presence at Games venues throughout the Bump In and Tear Down phases of the Games.

Garda Liaison Area To provide the most up to date relevant and accurate Games information in a timely manner to the Organisation of An Garda Síochána (Irish Police Forces). To offer advise and assistance to the Games Organising Committee of 2003 SOWSG on matters pertaining to Security, Safety, Crowd Control, General Policing, Issuing of Licences/Permits, Criminal vetting of Staff, Volunteers, Officials etc. and Personal Protection of VIP s. A 24 hour police presence at accommodation venues reduces the vulnerability of Athletes and is deserving of consideration. To decide on the dedicated routes from accommodation to competition venues for Games Transportation and to support the transportation system with mobile patrol units and aerial support, particularly in heavy traffic situations, at Games time To carry out protective searches of venues. To provide Garda protection at venues and armed protection of certain Delegations.

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Medical Services Medical Services provided professional first aid and medical care to the 7,000 athletes, 3,000 coaches and Heads of Delegation of the approximately 160 countries attending the Games. This service was in place during the Host Town Programme. Spectators were provided with first aid services and a seamless transition into the appropriate health care system. All patient encounters were tracked and monitored throughout the provision of medical services.

There were two discrete constituent groups to which services were provided: athletes, coaches and Heads of Delegation, the GOC staff, volunteers and officials have access to physician, nursing, first aid and physiotherapy services inclusive of emergency medical referral follow up physiotherapy services on a referral basis Spectators had access to First Aid services, emergency medical service and referrals to hospital/healthcare services.

Communications Operations The goal of the Command, Control & Communications plan was to put in place structures, policies, procedures and equipment that enable efficient, effective communication and decision-making across all levels of the Games Organising Committee during the Games operations period. Establishment of a Main Operations Centre (MOC) as a focal point for Games communication and reporting, incorporating appropriate personnel and resources to enable high-level executive decision-making as required. Integration with the Safety & Risk & Event Services Functional Area with regard to incident tracking, crisis and emergency planning to ensure that any situation occurring during the Games is effectively dealt with and that any existing legislative requirements are met. Assistance with the establishment of a Headquarters for every Games Functional Area through setting policies and procedures that should be followed and guidelines regarding appropriate structures and staffing levels. Establishment of a Venue organisation structure and related policies and procedures for intra-venue communication/decision-making and reporting to the MOC. Operation of Venue Communication Centres in all Games venues, for the purpose of efficient communication and incident tracking across all Functional Areas and all communications media within venues. Organisation and allocation of radio sets according to the overall plan.

Procurement The role of the Procurement Manager was to ensure effective, efficient and economic procurement of goods and services for the GOC, ensuring that value for money was

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obtained. The duties were linked to the activities of the sponsorship team to ensure that in-kind deals are arranged where possible.

Note: Within the overall structure of the Games a centralised procurement function was not identified, however given the proportion of budget expenditure within the Operations department, the burden of procurement fell to this department. With no central procurement each department looking after own procurement on an ad hoc basis using PO s from finance. This did not give the level of control required and did not always offer opportunities to benefit from economies of scale.

The key tasks of Procurement were to: Develop and implement detailed policies and procedures with respect to the procurement of goods and services and ensure that the above policies are communicated to and adhered to by all members of staff for every type of expenditure. Achieve best value for money when procuring goods and services. This required the collation of quotations from at least three suppliers for each purchase. Schedule the procurement of goods and services based upon the delivery times set out in the overall project schedule. This was an important task given the expansionary nature of the organisation and required close links with the Project Management department. Work closely with the various departments within the company to ensure that their procurement requirements are met within the constraints of the budget, and that opportunities for economy of scale benefits optimised. Co-ordinate procurement activities in conjunction with the work of the sponsorship team to ensure that supply / in-kind deals are pursued in every possible instance. Assess benefits of various procurement methods to establish logistical timetable (e.g. warehousing and JIT), and advise clients of relative benefits. Freight and distribution management. Liaise with security in respect of specific requirements, and importation issues, relative to Customs and Excise.

Logistics The Logistics team had responsibility for the management of the expediting, controlling, tracking and issuing of equipment and materials needed to support the Games, ensuring they were delivered in a timely manner and to the specifications requested. Controlling the flow of equipment and materials into and out of venues was one of their major tasks in order to ensure their safe return to 2003 SOWSG and to potentially avoid incurring significant costs to the organisation.

Specifically Logistics had responsibility for the following areas: Inventory Quantification maintaining a record of what the various functional areas require to support the games on a space by space, room by room level for each venue, and tracking these assets through their Games life cycle.

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Freight Forwarding/Expediting/Customs Clearance - dealing with issues regarding the import/export of materials and equipment. Strategically all contracts will be negotiated on the basis that requirements will be delivered to Dublin by the supplier. Although 2003 SOWSG has no financial responsibility for various team freight the logistics department has produced a Shipping Guide for the various teams. Material Receipt upon receipt of materials or equipment the Logistics team will allocate a unique reference number to each item, corresponding to the one in the asset management system. Warehouse & Storage requirements for sports equipment, furniture, fittings & equipment (FF&E), technology equipment, merchandise, and look items. A fully operational warehouse with racking, material handling equipment and labour has been secured. Material Transport to and between venues will be coordinated by Logistics utilising a fleet of utility vans and trucks managed by Logistics. At Games time these vehicles will be based at each venue and will be used by the Logistics team to meet the varying requirement for materials and equipment at the venues. Master Delivery Schedule (MDS) for all delivery vehicle movements into venue BoH areas. The aim of the MDS is to schedule all delivery and service vehicles accessing the Games Venues. This will enable Event Services and Logistics to control and co-ordinate access to venues, and to manage the loading and unloading points. Bump In/Bump Out Schedule will be produced and managed for all identified venues by the Logistics team. The schedule will be used to manage the period when loose equipment will be delivered and installed into venues, and similarly will be used to coordinate the removal of this equipment once operations are complete. Venue Logistics Teams will be part of the management team for the back of house (BoH) areas at venues, headed up by Site Management, who will also be co-ordinating the activities of the following functional areas; Cleaning & Waste and Look & Signage. Venue Logistics teams supervised the cleaning of the venues, including welfare facilities Venue Logistics teams disposed of and removed Games-related waste as part of an integrated waste management operation during the Games period.

Site Management The role of Site Management was: To quantify and record venue infrastructure requirements in conjunction with the General Managers, Venue Operations To manage the production of venue drawings and subsequent variations To specify the overlay requirements on a venue by venue basis and produce detailed tender specification documents

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To assist in the confirmation of scopes of work for the various selected supply contractors To produce a venue timeline for each venue, detailing the sequence and timing of all works included in the scopes of work To manage the installation and tear down timelines to ensure works are completed on time and within budget To ensure an adequate level of service is maintained throughout the Games Operational period from all suppliers in terms of response time to maintenance requests To liase with the appropriate Health & Safety and local planning authorities to ensure that the governing regulations are observed. Manage the activities of the Logistics Functional Area on site to ensure that all required equipment and supplies are delivered to the right location in the right venue at the right time. Manage the activities of the Look/Signage Functional Area on site to ensure that all required signs are delivered to the right location and in place at the right time in every venue.

Housing An essential element was to identify and secure sufficient quantities of bed-spaces and related services to support the housing needs of all Participants (Athletes, Coaches, HODs, AHODs, AS & DALs). A certain number of bed-spaces were also required for Volunteers who were required to work night-shifts e.g. Medical, Security staff.

Housing Services was the primary Functional Area within an Accommodation Venue and the Housing Committee worked very closely with the Accommodation Venue Management Committee (in areas such as housekeeping, key distribution, maintenance etc) to meet the needs of the Games Organising Committee (GOC), Special Olympics Incorporated (SOI) and the Participants themselves.

Each member of the Housing Team had direct responsibility for the following in their allocated accommodation venues : Allocations the allocation of each Delegation to a particular Accommodation Venue. Front Desk Operations located at a central point in each Accommodation Venue and offering assistance with any queries relating to the services and activities in the Venue. The co-ordination, together with Accommodation Venue owners, of all matters relating to Check-In, Check-Out and Key Distribution. Services & Supplies covering Laundry, Towel procedures and the co- ordination of any other supplies or services necessary for the venues. Housekeeping working closely with the Accommodation Venue owners to ensure adequate standards of cleaning, maintenance, linen etc. Personnel & Training co-ordinating the selection, training and scheduling of all Housing volunteers

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Key Tasks included: To secure adequate bed numbers for Games participants (Athletes, Coaches HODs & DALs). To agree and sign contracts with all Accommodation Venue owners. To ensure each Accommodation Venue offers a comparable level of service to all participants. To co-operate fully and work closely with the Accommodation Venue Management Committee and other Functional Areas represented in a Venue. To assign delegations to an Accommodation Venue which is closest to the Sporting Venues in which the majority of their athletes are competing. To plan, organise and implement Front Desk Operations in all Accommodation Venues. To plan, organise and implement the necessary services and supplies in all Accommodation Venues. To plan, organise and implement Housekeeping Operations in all Accommodation Venues. To plan, organise and implement Key Distribution procedures in all Accommodation Venues. To recruit and train a Housing Commissioner for each Accommodation Venue. To recruit and train sufficient Housing volunteers to ensure that the policies and procedures of Housing Services are implemented. To purchase or design a software database package for use in each Accommodation Venue.

Catering The Catering Team team s key aims were to identify, source, order, co-ordinate & distribute all food and beverage items required in Competition Venues, Accommodation Venues, Operations Venues, Airports and Ceremonies Venue for all participants in the 2003 Special Olympics World Games. These participants will include Delegation Members, Officials, Technical Delegates, Media, Volunteers, Guests and Family Members and Spectators. In conjunction with this aim they also looked at the nutritional, dietary and cultural requirements of all participants while taking into consideration budgetary constraints and also sponsorship arrangements.

Summary of Key Aims: To establish suitable menus that offer nutritional support to all participants of the 2003 Special Olympics World Summer Games, including special needs.

To provide all meals/snacks/beverages on time and with the correct quantities

To offer a variety of foods that will cover participants with dietary and cultural restrictions including special needs.

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The following outlines the constituent groups catered for and the meal service provided for each group:

Delegation Members - Breakfast in accommodation venues - Lunch in competition venues - Dinner in accommodation venues - Snacks & Refreshments in competition and other venues - Beverages in all venues Officials & Technical Delegates - Lunch in competition venues - Snacks & Refreshments in competition venues - Beverages in competition venues Volunteers - Breakfast in all venues, depending on shift - Lunch in all venues - Snacks & Refreshments in all venues - Beverages in all venues - Dinner in accommodation venues Media/ Guests/ Sponsors - Snacks & Refreshments in competition venues - Beverages in competition venues Spectators - The facility to purchase for food and beverages Family Members - Stock for Snacks & Refreshments in competition venues

Venue Integrations & Operations The role of Venue Integration and Development was to manage the process of identification, location and construction of all the activities and services for all 2003 Special Olympics World Summer Games Venues, in conjunction with the General Managers and Venue Managers of each of these venues. The Assistant Director of Operations, Venue Integration and Operations, was responsible for the production, management and implementation of a comprehensive Venue Integration and Operations Plan that incorporated Venue CAD Drawings initially, liaising with Site Management in relation to the set-up and tear-down schedules for each venue and the plans for maintenance and repair of the venues during Games time. The role involved developing and managing the process that co-ordinated the various activities and services in the venues, in order to ensure consistency in the planning and effective operational flow in all the Games Venues and this area ensured that there were adequately trained volunteer teams to operate the venue.

Key Tasks were: To identify all Games venues and the activities and services that will take place within each venue. Develop and manage a database of venues, incorporating activities and services.

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Source and secure venue drawings for all venues. Develop and manage the process for the completion of venue CAD drawings. Oversee the development and completion of all venue layouts in conjunction with the General Managers and Venue Managers of each venue, and the functional areas represented in the venues. Co-ordinate and conduct venue-specific meetings to discuss and confirm the allocation of space and resources within each venue, venue flow, ingress & egress routes, emergency & evacuation routes and other related key aspects. Assist in the development of operational plans for the set-up and tear-down of the venues for Pre-Games 2002 and World Games 2003. To drive to completion the Venue Operating Plans for all Games Venues Assist in the development of Games-wide Policies and Procedures for all FAs to ensure a clear understanding of the operations for venue teams. Assist in the identification of fixtures & fittings, equipment, power, temporary structures and water requirements for the venues. Assist in the recruitment of key personnel for each venue who will have responsibility for the operations of the venue during the Games. Assist in the management, co-ordination and training of the volunteer teams at the venues in conjunction with the General Managers.

2.3 a) Initial Organisation Chart See Organisation Chart on page 2

2.4 Assumptions

Project Assumptions ASSUMPTIONS If Assumptions not met, THEN it is expected that :- 1. Specifically skilled Volunteers in key areas Financial Resources to hire staff will be available 2. Warehouse Space will be made available to GOC Sponsor will be sourced. Financial Resources to rent warehouse space will be made available. 3. Full Quota of beds available through existing Hotels are sourced as venues. accommodation venues. Financial Resources for temporary accommodation. 4. Delegations will move into Games Housing no Extra cost factor will be met by visiting earlier than Friday 20th June 2003 and no later than delegations. 30th June 2003. 5. Information from the delegations that was Early assignment exercise would be put in required for the planning of accommodation and place transport areas would reach the GOC by due date

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b) Project Plan

Having a Project Management Approach to reaching key milestones was an excellent way in which to co-ordinate the overall project and certainly served the GOC superbly. The milestones were decided upon by the individual departments and whilst in the beginning there was more focus on all of the key milestones, as the Games got closer it was more critical to capture the Interdependent Milestones i.e. key milestones within each department that had significant demands or impact on another department. The following is an outline of the high level interdependent milestones from the Operations Department at the final review of the project. Further details of the project plans may be found in the Project Management After Action Files.

Operations Department - High level Interdependent Milestones

Operating Plans Games Policies and procedures 15/11/2002 00:00 Functional Area Operating Plans Draft 2 - Functional Area Operating Plans 30/10/2002 00:00 Final Functional Area Operating Plans 14/02/2003 00:00 Venue Specific Functional Area Operating Plans Draft 2 Sports Venues, Accommodation Venues, Croke Park, Special Events Venues, Other Activity Venues 15/11/2002 00:00 Final Draft Sports Venues, Accommodation Venues, Croke Park, Special Events Venues, Other Activity Venues 14/03/2003 00:00 Volunteer Recruitment Organisational Charts FA Org Structure within Venues signed off 18/10/2002 00:00 All Organisational Charts signed off 17/09/2002 00:00 FA Volunteers Venue FA Co-ordinators recruited 29/11/2002 00:00 Venue FA Co-ordinators WG Training by FA completed 10/01/2003 00:00 All Venues - VenueFA Co-ordinators inducted in venue teams 31/01/2003 00:00 Venue FA Team in place 14/02/2003 00:00 Sports Core Venue Teams recruited & inducted - all venues 01/11/2002 00:00 Accommodation & Other - Core Venue Teams recruited & inducted 13/12/2002 00:00 Venue FA Manager recruited 29/11/2002 00:00 Venue FA Team in place 14/02/2003 00:00 Volunteer Training Venue FA Manager WG Training completed 10/01/2003 00:00 All Venues - Venue FA Managers inducted in venue teams 31/01/2003 00:00 Final Venue-specific training plans complete 17/04/2003 00:00 Command, Control & Communications

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CC & C Plan 10/04/2003 00:00 Draft 2 CC & C 15/11/2002 00:00 Reviews CC& C 14/02/2003 00:00 Games CC & C Plan confirmed 14/02/2003 00:00 Final Draft CC& C Plan 10/04/2003 00:00 Main Operations Centre (MOC) MOC Requirements Confirmed 29/11/2002 00:00 Participant Services Accommodation Venues Accommodation Venue Contracts drawn up 01/11/2002 00:00 Accommodation Contracts signed 13/12/2002 00:00 Public Safety Services 16/05/2003 17:00 Games Risk Management Plan Games Risk Management Plan Completed 04/10/2002 17:00 Games Risk Management Plan approved By CEO & Directors 13/12/2002 17:00 Venue Capacities Confirmed Sports & Spec Event Venue Capacities Agreed by all relevant personnel 13/12/2002 17:00 Event Safety Management Plans Event Safety Management Plans - all Competition & Special Events Venues 13/12/2002 17:00 Event Safety Management Plan Signed off by GOC 07/02/2003 17:00 Games Accident & Incident Reporting Strategy 22/11/2002 17:00 Security Plans 28/02/2002 08:00 Guidelines, Policies & Procedures 28/02/2002 08:00 Accreditation Procedures & Policies agreed 28/02/2002 08:00 Games Crisis Management Strategy Crisis Incident Response Plan Signed of by GOC Management 14/02/2003 17:00 Crisis Management Team 2-dayTraining 16/05/2003 17:00 Venue Fit-out H&S Strategy Venue Pub Safety Fit Out Supplies 31/01/2003 17:00 Venue Hazard Signage identified & Submitted for procurement 31/01/2003 17:00 VENUE I&O Project Plan VIO PHASE III - Review, Refine & Sign-off Venue Design 13/12/2002 08:00 Stage 1 - Sport Venue Drawings Prep & Review, Fit-Out Venues - complete 04/10/2002 17:00 Stage 2 - Drawings Sign-off, Fit-Out Venues - complete 01/11/2002 08:00 Stage 3 - Overlay Specifications, Fit-Out Venues - complete 29/11/2002 08:00 Stage 1 Accommodation& Other Venues drawings complete 13/12/2002 08:00 Procurement & Logistics FF&E requests submitted 25/10/2002 08:00 FF&E requests signed-off 13/12/2002 08:00 Venue Operations Venue Policies & Procedures agreed & signed off 15/11/2002 17:00 D1 2-week ops breakdown (incl. Comp. Schedules) complete 29/11/2002 08:00 D1 Overall venue timetable complete 06/12/2002 08:00

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Generic VIO Milestones 13/12/2002 08:00 Sports Core Venue Teams recruited & inducted - all venues 01/11/2002 08:00 All venues - D1 Venue Contracts drawn up 01/11/2002 08:00 Venue contracts signed 13/12/2002 08:00 Accommodation & Other - Core Venue Teams recruited & inducted 13/12/2002 08:00 VIO PHASE IV - Procure & Prepare Procurement & Logistics Overlay Contracts signed 21/03/2003 17:00 FF&E contracts signed 21/03/2003 08:00 D2 Master Delivery Schedules complete 17/04/2003 08:00 Site Management (incl. Cleaning & Waste) 17/04/2003 08:00 Final site mgmt programmes (fit-out,maints,reinstate) complete 17/04/2003 08:00 Venue Operations Final Overall venue timetable complete 24/03/2003 08:00 Generic VIO Milestones 17/04/2003 08:00 All Venues - Venue FA Managers inducted in venue teams 31/01/2003 08:00 Final Venue-specific training plans complete 17/04/2003 08:00 VIO PHASE V - Operational Procurement & Logistics Final Master Delivery Schedules complete 16/05/2003 08:00 Site Management (incl. Cleaning & Waste) 10/07/2003 08:00 Fit-out complete 18/06/2003 08:00 All Fit-out inspections complete 19/06/2003 08:00 Reinstatement begins 28/06/2003 08:00 Reinstatement ends 10/07/2003 08:00 All Venues - Handovers to Facility Liaisons complete 10/07/2003 08:00 Venue Operations All Venues - Master venue rosters complete 30/04/2003 08:00 Planning period ends - Operational period begins 30/04/2003 08:00 Transportation Contracts 13/12/2002 17:00 Transportation Supplier Contracts signed 13/12/2002 17:00 Insurance - Drivers 31/10/2002 17:00 Confirmation of insurance for volunteer drivers 31/10/2002 17:00 Medical Insurance 06/12/2002 17:00 Confirmation of Insurance cover for all medical personnel 06/12/2002 17:00 Medical & Drug Supplies Confirmation of Supplier 29/11/2002 17:00 Logistics Warehousing Warehouse NO.2 Secured 31/01/2003 17:00 Warehouse Fit-out Completed 07/03/2003 17:00

Jo Mc Daid Page 22 of 111 2/12/2004 3. Department Organisation Charts

3.1 Organisation Chart of Department Games minus 2 years (July 2001)

Operations Department - July 2001

Chairperson Greg Sparks (Board Member)

Director of Operations Jo Mc Daid (04 September 2000)

Executive Assistant Claire Hefffernan (Dec 01 - Jul 01)

Signage & Look Logistics Particiapant Manager Medcical Public Safety Transportation Ronnie Petrie (Vacant) Marie O' Brien Annette Codd Jessie Waslsh Vincent Fitzgerald (Volunteer Position) (30 July 2001) (Volunteer Position) (10 May 2001) (30 April 2001)

Housing Manager Catering Lisa Dolan Tracy Mc Daid (09 July 2001) (Volunteer Position)

Findings: By July 2001, work was underway in many of the key areas with the exception of Logistics. In relation to the signage area, meetings were ongoing between the signage & look volunteers and representatives of the Marketing & Communications department, which at this stage was comprised of the Games Official Suppliers in the PR, Media and Advertising. The Look of the Games was main focus. Look and Design of the podium was also being addressed by this time by Operations in consultation with Sports & Competition Department. This allowed for early approval of the Awards podium designs by Special Olympics Inc. a little later in the year. So much of the early work and initial planning in this particular area required consultation with the PR and Advertising companies and with sponsorship and hence, in August 2001, it was decided that Look & Signage as a functional area would be best placed within the Marketing & Communications Department.

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In the Logistics area, the main drive at this early stage was to secure warehouse space. The Catering Manager, whilst a volunteer, had identified and recruited a very skilled and highly qualified group of about nine people from the hotel management industry since November 2000 and they were working well at putting their plans together. The team was one of the first volunteer management teams to be put in place and it was months and even a year or two ahead of other volunteer FA management teams and this was a huge factor in the outright success of the catering operations during Games. Information and responsibility had been continuously devolved and shared from very early on which resulted in a very much expanded FA management structure. This is the secret to successful operations.

Public Safety began putting in place a risk management strategy, identifying the risks and meeting with the Games insurance company. Initials site surveys were undertaken and meetings with the FAs were ongoing throughout this period.

The main focus in the accommodation area was in securing the 10,000 beds that the GOC were contracted to find. This was proving to be quite a challenge since at this stage the use of hotels was not being considered because of its impact on the budget. All the venues need to be visited and assessed and this was very time-consuming work for both the accommodation and catering functional areas.

Medical was meeting with all the external agencies to update and get their support.

The person appointed to transport was moving the plans along but it was recognised at this stage that his skills were much more valuable in the logistics area and it was necessary to recruit an individual with more direct experience in vehicle operations and mass movements of people. The change was made in August 2001 and a new person appointed as Transportation General Manager in September 2001.

In August 2001, planning began in the venue operations area where the main emphasis at this stage was on venue design. Time was spent sourcing architectural companies, sourcing CAD drawings from the venue owners, doing initial layouts of the venues allocation of space within the venues and working out a venue management stucture.

3.2 It should be noted that the following Organisation Charts reflects the number of full-time staff that were on board prior and during the Pre-Games Test Event in June 2002.

Jo Mc Daid Page 24 of 111 2/12/2004 O p e r a t i o n s D e p a r t m e n t - J u n e 2 0 0 2

C h a ir p e r s o n G r e g S p a r k s ( B o a r d M e m b e r )

D ir e c t o r o f O p e r a t io n s J o M c D a id ( 0 4 S e p t e m b e r 2 0 0 0 )

E x e c u t iv e A s s is t a n t E x e c u t iv e A s s is t a n t C l a ir e H e f f f e r n a n O liv i a D o n n e l ly ( 0 4 J u n e 2 0 0 2 ) ( 0 3 D e c e m b e r 2 0 0 1 )

L o g is t ic s G e n e r a l M a n a g e r V e n u e D e v e lo p m e n t P a r t ic ia p a n t M a n a g e r M e d c ic a l P u b l ic S a f e t y T r a n s p o r t a t io n C h r is M c G l in n D e n is D o o la n M a r i e O ' B r ie n A n n e t t e C o d d J e s s ie W a s ls h M a r y O ' S h e a ( 1 7 S e p t e m b e r 2 0 0 1 ) ( 1 3 A u g u s t 2 0 0 1 ) ( 3 0 J u ly 2 0 0 1 ) ( 0 1 S e p t e m b e r 2 0 0 1 ) ( 1 0 M a y 2 0 0 1 ) ( 1 8 S e p t e m b e r 2 0 0 1 )

L o g is t ic s G e n e r a l M a n a g e r H o u s in g M a n a g e r C a t e r in g G a r d a L ia is o n O f f ic e r V in c e n t F it z g e r a ld L is a D o la n T r a c y M c D a i d A n d y T a llo n ( 3 0 A p r il 2 0 0 1 ) ( 0 9 J u ly 2 0 0 1 ) ( V o lu n t e e r P o s it io n u n t i l O c t 0 2 ) ( 2 3 A p r il 2 0 0 2 )

W a r e h o u s e O p e r a t iv e M a r t in M c C a n n ( 2 5 M a r c h 2 0 0 2 )

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The four months prior to the Special Olympics Ireland s National Games in June 2002, which was the test event for the 2003 GOC, were extremely busy and the staff were under severe pressure to balance the time spent on progressing the planning for the 2003 World Games as well as organising the test event. Whilst the initial plan was that the national organisation, Special Olympics Ireland, and the 2003 GOC would jointly organise the event in June 2002, the reality was that it was the GOC s team that were the key people in most functional areas. Most FAs had just one full time person on board and a formal system of recruitment and training was not in place as it was too early for 2003 this resulted in the situation where each FA Manager was required to recruit and train the volunteers required for the test event, in addition to planning their operation for both 2002 and 2003. These were very demanding circumstances for staff and probably the most exhausting period throughout the three years of planning.

The test event in itself was a fantastic learning experience for both staff and volunteers and the event gave a huge insight to the challenges to expect in June 2003. Deficiencies in the planning for the 2003 World Games were highlighted but perhaps the main aspect that stood out following on from the Games was that the GOC needed to hire additional staff in many of the larger functional areas. As a result of the evaluation of the test event, each department made recommendations on where additional staff members were required and a games-wide review took place. The Operations Department underwent a complete review from a managerial perspective as well as staffing. The department s responsibilities were numerous and each functional area contained within it had a wide scope of operations. As a result, it was decided to sub-divided the department into three areas and appoint three Assistant Director of Operations to assist with the overall management of the areas. The following organisation chart outlines the existing staff in place in September 2002 and the new positions proposed.

Jo Mc Daid Page 26 of 111 2/12/2004 Proposal presented to the Chief Executive Officer and the GOC Directors in September 2002, after evaluation of the GOC functional areas after the test event that was held in June 2002

DRAFT ORG CHART: OPERATIONS DEPARTMENT

Director of Operations Jo Mc Daid

Administrator Olivia Donnelly

Assistant Director Assistant Director Assistant Director A.N. Other Denis Doolan A.N. Other Procurement, Logistics & Site Management Venue Int & Operations, Participant Services Public Safety, Medical & Transportation

Shared Administrator Shared Administrator Administrator with Venues with Proc & Logs Claire Heffernan A.N. Other

Procurement Logistics Site Management Venue Operations Participant Services Public Safety Medical Services Transportation A.N. Other A.N. Other Denis Doolan Marie O'Brien Jessie Walsh Annette Codd Mary O' Shea

Design Venue Int Co-ord Chris Mc Glinn Bernard Mc Namara John Hamilton PM Evelyn Colgan Accommodation Andy Tallon A.N. Other A.N. Other & Firms Arch. & Eng Lisa Dolan

Venue Contact RDS Accommodation Security A.N. Other A.N. Other Vincent Fitzgerald Waste Management Dervila O'Mahony A.N. Other A.N. Other

Assist RDS Catering A.N. Other Stock Controller A.N. Other A.N. Other Part-time Dermot Mather

Venue Contact A.N. Other Part-time Neil Carney Dervila O'Mahony Legend RDS Venue Contact Gaye Barber Asst. Venue Manager Current Staff A.N.Other Neil Carney Venue Contact UCD, AUL, Morton Stadium, New Positions Odette Kelly Salmon Leap Donal Walsh Phoenix Park, ESB Arena, Venue Contact Loughlinstown, Secondments Donal Walsh National Aquatics Ctr Odette Kelly DCU, ALSAA, Sportslink, Part-time Venue Contact National Show Centrr A.N. Other Gaye Barber David Llyod, Royal St. George Elm Green, Portmarnock, Volunteer Venue Contact A.N.Other Barney Bree Baldoyle Badminton Ctr, Kill, Glenville, Leisureplex

14/09/2003 A.N.Other King's Hall, Belfast

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One of the key organisational changes proposed after the June 2002 test event was to transfer some of the General Managers (GMs) from the Sports & Competition Department over to the Operations Department. Up until this time, the GMs in the Sports department had been responsible for driving both the Venue-specific planning and operations for four or five venues and the sport-specific planning for the corresponding sports within their venues. It had become evident that each aspect needed more dedicated time and focus. On agreement with the GMs, some transferred over to Operations to concentrate primarily on the Venue Operations for a number of venues whilst others remained in the Sports department and took responsibility for driving the sports planning for four or five sports. This new change meant that you now had one full time staff member responsible for the Venue Operations sitting in Operations Department who could liaise directly with a full-time member of staff in Sports department who was overseeing the sports-specific aspects. This was to prove to be a wise change and one that benefited both departments. Venue Planning for all Games venues was co-ordinated through the Venue Integration & Operations area this area should really be a department in its own right.

Approval was given for the hire of additional staff and due to the fact that there were only nine months left until the Games, it was decided in some areas to try to recruit individuals with previous large games experience as there was little time to learn on the job. Consequently, recruitment for new positions in logistics, procurement, site management and transport was targeted specifically for individuals with prior experience. The wealth of experience injected into the GOC between October 2002 and February 2003 made a significant difference to getting the plans to a more concrete basis for operation.

Public Safety as an area had a wide scope of operations from safety and risk management to implementing safety and security at the venues through volunteer deployment and contracted staff. It had been decided as part of the evaluation that the different areas needed a full-time staff member assigned to each. Too much emphasis was being put on safety and risk elements, which was a tremendous benefit right across the GOC, but the operational planning for on-the-ground operations was falling behind. As a result, it was decided to sub-divide the area into 1) Safety & Risk Management, 2) Event Services, 3) Contracted Security and 4) Garda Operations. The GOC wished to hire an individual who had prior experience in Event Services and it proved difficult to find someone to fill this role. This person was not hired until February 2003 but really began working in March 2003 in Ireland. Whilst the decision to wait to find the right individual to manage the area was a risky one and could have been costly the end result was proof that it was worth finding an individual who knew exactly what was required. It is a tribute to that individual, who had to work enormously hard, that operations went so well in this area.

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3.3 Organisation Chart of Department Games minus 6 months

Operations Department - Re-Organisational Structure - Jan 2003

(This chart represents the re-organisational structure of the department and the key Functional Area Managers only) (See Feb 2003 for indication of Staff positions)

Director of Operations Jo Mc Daid

Executive Administrator Olivia Donnelly

Assistant Director Assistant Director Assistant Director Dylan Owen Denis Doolan Ronan Kitching Procurement, Logistics & Site Management Venue Int & Operations, Participant Services Safety& Risk, Event Servies, Comms,Medical & Transportation

Shared Administrator Shared Administrator Administrator with Venues with Proc & Logs Claire Heffernan Caitriona Callanan

Procurement Logistics Venue Operations Participant Services Safety & Risk Medical Services Dylan Owen Dylan Owen Denis Doolan Marie O'Brien Jessie Walsh Annette Codd John Woods (From Mar 03)

Site Management Garda Liaison Event Services Ray Stoddart Catering Accomm Venue Insp. Andy Tallon (Vacant until Feb 2003) Tracy Mc Daid Marie O'Brien

Transportation Communication Ops Housing Mary O' Shea (Vacant until Mar 03) Lisa Dolan

Transport Project Manager Michael Aguilar

The chart above reflects the overall organisational structure so that the reader gets an overview of the whole department. However, in the charts that follow the department organisational structure is presented by means of four charts the first is the overall perspective and the next three charts shows the organisation and staffing of each of the three sub-sections within Operations.

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3.3 Organisation Chart of Department Games minus 6 months

Organisation Chart of Department Games February 2003

Chart 1of 4- Overview of Management Structure - Operations Department - Feb 2003

(Chart Represent the various Functional Areas (FAs) within Operations and their FA Mangers only )

Director of Operations Jo Mc Daid (04 September 2000)

Executive Administrator Olivia Donnelly (03 December 2001)

Shared Administrator Shared Administrator Administrator with Venues with Proc & Logs Claire Heffernan Caitriona Callanan (02 October 2002)

Procurement Logistics Venue Operations Participant Services Safety & Risk Medical Services Dylan Owen Dylan Owen Denis Doolan Marie O'Brien Jessie Walsh Annette Codd (As Above) John Woods (From Mar 03) (30 July 2001) (10 May 2001) (10 May 2001)

Site Management Garda Liaison Event Services Ray Stoddart Housing Insp. Andy Tallon Kerrie Nash (01 November 2002) Lisa Dolan (23 April 2002) (17 February 2003) (09 July 2001)

Catering Transportation Communication Ops Tracy Mc Daid Mary O' Shea (Vacant until Mar 03) (16 October 2002) (18 Spetember 2001)

Accomm Venue Transport Project Manager Marie O'Brien Michael Aguilar (16 October 2002)

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3.3 Organisation Chart of Department Games minus 6 months

Organisation Chart of Department Games February 2003

Chart 2 of 4- Area 1: Operations Department - Management Structure - Feb 2003

Full-time Staff Positions within Area 1

Director of Operations Jo Mc Daid

Executive Administrator Olivia Donnelly

Area 1 Assistant Director Area 2 Assistant Director Area 3 Assistant Director Dylan Owen Denis Doolan Ronan Kitching Procurement, Logistics & Site Management Venue Int & Operations, Participant Services Safety& Risk, Event Servies, Comms,Medical & Transportation (01 November 2002)

Caitriona Callanan Logs/Const. Co-ordinator Shared Administrator Evelyn Colgan with Venues (23 September 2002) (02 October 2002)

Procurement Logistics Ops Manager Site Management Dylan Owen Dylan Owen Ray Stoddart (01 November 2002) (J.Woods 4 March 2003) (01Novemeber 2002)

Logistics GM Logistics GM CAD Technician Vincent Fitzgerald Chris Mc Glinn Padraic Finn (30 April 2001) (17 September 2002) (02 December 2002)

Stock controller Warehouse Operative Dermot Maher Martin Mc Cann (16 September 2002) (25 March 2002)

Warehouse Operative Patrick Murphy (11 November 2002)

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3.3 Organisation Chart of Department Games minus 6 months

Organisation Chart of Department Games February 2003

Chart 3 of 4- Area 2: Operations Department - Management Structure - Feb 2003

Full-time Staff Positions within Area 2

Director of Operations Jo Mc Daid (04 September 2000)

Executive Administrator Olivia Donnelly (03 December 2001)

Caitriona Callanan Shared Administrator with Venues (02 October 2002)

Venue Operations Participant Services Denis Doolan Marie O'Brien (30 September 2002)

Catering Housing Manager Venue Ops General Manager (Sports) Venue Ops General Manager (Sports) Tracy Mc Daid Lisa Dolan 4 Venues: Athletics, Kayaking, Soccer 4 Venues: Volleyball, Judo, Handball Neil Carney Odette Kelly (Volunteer Nov 2000 - Oct 2002) (09 July 2001) (16 October 2002) (07 August 2001) (03 September 2001)

Venue Ops General Manager (Sports) Venue Ops General Manager (Sports) Accomm Venue 4 Venues: Tennis, Golf, Sailing 4 Venues: Cycling, Aquatics, Basketball, Marie O'Brien (as Above) Gaye Barber Donal Walsh (30 September 2002) (01 October 2001) (04 March 2002)

Venue Ops General Manager (Sports) Venue Ops General Manager (Sports) Venue: RDS - 5 Sports & 3 Special Events 4 Venues: Badminton, Pitch & Putt, Equestrian, Bowling Accomm Venue Ops GM Accomm Venue Ops GM Accomm Venue Ops GM Accomm Venue Ops GM Accomm Assignments Dervila O' Mahony Claire Hartley Lisa Dolan (As Above) Olivia Duff Jeanette Mee Christina Wall Aidan Tobin (06 June 2001) (01 October 2002) (09 July 2001) (02 December 2002) (13 Juanuary 2003) (17 February 2003) (10 February 2002)

Venue Ops Assistant GM RDS Jodie Bruce (30 September 2002)

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3.3 Organisation Chart of Department Games minus 6 months

Organisation Chart of Department Games February 2003

Chart 4 of 4- Area 3: Operations Department - Management Structure - Feb 2003

Full-time Staff Positions within Area 1

Director of Operations Jo Mc Daid (04 September 2000)

Executive Administrator Olivia Donnelly (03 December 2001)

Administrator Claire Heffernan

Safety & Risk Management GM Medical Services GM Jessie Walsh Annette Codd (10 May 2001) (01 September 2001)

S & R Co-ord Hilary Henley Medical Donal Moynihan

Event Services GM Kerrie Nash Medical Eimear Mc Auliffe (17 February 2003)

ES Mng ES Mng M. Mullane M. Ryan

ES Mng R. Lynsdey

Garda Liasion Officer Comms Ops Insp. Andy Tallon (Overseen by Assist Dir) (23 April 2002)

Transport General Manager Comms Mary O'Shea John Boland (18 September 2001)

Project Mgr Michael Aguilar

Transport Transport Motor Pool Joe Collins Vincent Callagnan John Fryer

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3.4 Final Games Organisational Chart ( to include key volunteers)

Chart 1of 4 - Overview of Management Structure - Operations Department - June 2003

(Chart Represent the various Functional Areas (FAs) within Operations and their FA Mangers only )

Director of Operations Jo Mc Daid (04 September 2000)

Executive Administrator Olivia Donnelly (03 December 2001)

Shared Administrator Shared Administrator Administrator with Venues with Proc & Logs Claire Heffernan Caitriona Callanan (02 October 2002)

Procurement Logistics Venue Operations Participant Services Safety & Risk Medical Services Dylan Owen John Woods Denis Doolan Marie O'Brien Jessie Walsh Annette Codd (04 March 03) (As Above) (30 July 2001)

Site Management Garda Liaison Event Services Ray Stoddart Accomm Venue Insp. Andy Tallon (Vacant until Feb 2003) (01 November 2002) Marie O'Brien (As Above)

Housing Transportation Communication Ops Lisa Dolan Mary O' Shea (Vacant until Mar 03)

Catering Tracy Mc Daid Transport Project Manager Michael Aguilar

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3.4 Final Games Organisational Chart ( to include key volunteers)

Chart 2 of 4- Area 1: Operations Department - Management Structure - June 2003

Full-time Staff Positions within Area 1

Director of Operations Jo Mc Daid

Executive Administrator Olivia Donnelly

Caitriona Callanan Logs/Const. Co-ordinator Shared Administrator Evelyn Colgan with Venues (23 September 2002) (02 October 2002)

Procurement Logistics Ops Manager Site Management Dylan Owen John Woods Ray Stoddart (01 November 2002) (4 March 2003) (01Novemeber 2002)

Logistics GM Logistics GM CAD Technician Vincent Fitzgerald Chris Mc Glinn Padraic Finn (30 April 2001) (17 September 2002) (02 December 2002)

Mast Deliv Schedule Warehouse Co-ordinator Conor Barry Sean Redmond (Volunteer- March 2002) (14 April 2002)

Stock controller Warehouse Operative Dermot Maher Martin Mc Cann (16 September 2002) (25 March 2002)

Warehouse Operative Patrick Murphy (11 November 2002)

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3.4 Final Games Organisational Chart (to include key volunteers)

Chart 3 of 4 - Area 2: Operations Department - Management Structure - June 2003

Full-time Staff Positions within Area 2

Director of Operations Jo Mc Daid (04 September 2000)

Executive Administrator Olivia Donnelly (03 December 2001)

Caitriona Callanan Shared Administrator with Venues (02 October 2002)

Venue Operations Participant Services Denis Doolan Marie O'Brien (30 September 2002)

Venue Ops Assistant GM RDS Jodie Bruce (30 September 2002)

Jo Mc Daid Page 36 of 111 2/12/2004 3.4 Final Games Organisational Chart (to include key volunteers)

Chart 4 of 4 - Area 3: Operations Department - Management Structure - June 2003

Full-time Staff Positions within Area 1

Director of Operations Jo Mc Daid (04 September 2000)

Executive Administrator Olivia Donnelly (03 December 2001)

Administrator Administrator Claire Heffernan Claire Heffernan

Safety & Risk Management GM Medical Services GM Annette Codd (01 September 2001)

S & R Co-ord Assist GM Hilary Henley Murton Mann

Event Services GM Kerrie Nash Medical (17 February 2003) Donal Moynihan

Medical ES Mng ES Mng Eimear Mc Auliffe M. Mullane M. Ryan

Medical ES Mng Mia Jordison R. Lynsdey

Medical Comms Ops Claire Codd Steve O' Connor (01 May 2003) Garda Liasion Officer Insp. Andy Tallon Comms Comms (23 April 2002) Darren Commer John Boland

Transport General Manager Mary O'Shea (18 September 2001)

Project Mgr Michael Aguilar

Transport Transport Motor Pool Joe Collins Vincent Callagnan John Fryer

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3.5 Start & End Dates for all Staff

STARTDATE ENDDATE FIRSTNAME LASTNAME JOB TITLE Functional Area

04/09/2000 30//09/2003 Jo McDaid Director of Operations Operations 03/12/2001 31/08/2003 Olivia Donnelly Executive Assistant Operations 13/08/2001 30/09/2003 Denis Doolan Assistant Director, Venue Integration VIO 02/10/2002 30/09/2003 Caitriona Callanan Executive Assistant Procurement 01/11/2002 30/09/2003 Dylan Owen Assistant Director Procure/Logistics & Site Procurement 04/06/2002 31/07/2003 Claire Heffernan Executive Assistant Event Services 07/10/2002 30/08/2003 Ronan Kitching Assistant Director Trans / Medical & Public Safety Event Services 09/07/2001 15/08/2003 Lisa Dolan Accommodation Manager Accommodation 30/07/2001 31/08/ 2003 Marie O Brien General Manager of Participant Services Accommodation 02/12/2002 31/07/2003 Olivia Duff Assistant Housing Co-ordinator Accommodation 13/01/2003 31/07/2003 Jeannette Mee Assistant Housing Co-ordinator Accommodation 10/02/2003 25/07/2003 Aidan Tobin Assistant Housing Manager Accommodation 17/02/2003 25/07/2003 Christina Wall Accommodation Venue Contact Accommodation

16/10/2002 31/07/2003 Tracy McDaid Catering Manager Catering

10/02/2003 25/07/2003 John Boland Communications & Operations Co-ordinator Comms May-03 30/06/2003 Darren Comer Communications & Operations Co-ordinator Comms May-03 30/06/2003 Steven O Connor Communications & Operations Manager Comms

01/11/2002 30/09/2003 Ray Stodart Site Management GM Construction 02/12/2002 31/07/2003 Padraic Finn CAD Technician Construction 23/09/2002 15/08/2003 Evelyn Colgan Venue Integration Co-ordinator Procurement

04/02/2003 25/07/2003 Michael Ryan Events Services Co-ordinator Event Services 17/02/2003 31/07/2003 Kerrie Nash General Manager of Event Services Event Services 19/02/2003 25/07/2003 Martina Mullane Event Services Co-ordinator Event Services 15/05/2003 4/07/2003 Rebecca Lindsey Events Services Manager Event Services

30/04/2001 30/09/2003 Vincent Fitzgerald General Manager of Logistics Logistics 17/09/2001 31/07/2003 Chris McGlinn General Manager of Logistics Logistics 25/03/2002 31/07/2003 Martin McCann Warehouse Operative Logistics 16/09/2002 1/08/2003 Dermot Mather Stock Controller Logistics 11/11/2002 31/07/2003 Patrick Murphy Warehouse Operative Logistics 04/03/2003 31/07/2003 John Wood Logistics Operation Manager Logistics 14/04/2003 31/07/2003 Sean Redmond Warehouse Co-ordinator Logistics 01/06/2003 30/09/2003 Connor Barry MDS Co-ordinator Logistics Logistics

01-Sep-01 31/08/2003 Annette Codd Medical Services General Manager Medical 2-Jan-03 29/08/2003 Donal Moynihan Medical Services Manager Medical 03/02/2003 25/07/2003 Eimear McAuliffe Medical Services Manager Medical 03/03/2003 31/07/2003 Murton Mann Medical Services Assistant General Manager Medical 12/05/2003 31/07/2003 Mia Jordison Medical Services Manager Medical 19/05/2003 31/07/2003 Claire Codd Medical Services Manager Medical

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10/05/2001 30/09/2003 Jessie Walsh Safety and Risk General Manager Safety 10/02/2003 25/07/2003 Hilary Henly Executive Assistant Safety 23/04/2002 12/07/2003 Andy Tallon Security Manager Security

06/01/2003 31/07/2003 John Fryer Motor pool Manager Transport 16/10/2002 11/07/2003 Michael Aguilar Transportation Project Manager Transport 02/12/2002 11th July 2003 Joe Collins PRO Transportation Transport 16/01/2003 11/07/2003 Vincent Callaghan Transportation Co-ordinator Transport 18//09/2001 15/08/2003 Mary O Shea Transportation General Manager Transport

06/06/2001 15/08/2003 Dervila O Mahony General Manager of Venues VIO 07/08/2001 15/08/2003 Neil Carney General Manager of Venues VIO 03/09/2001 15/08/2003 Odette Kelly General Manager of Venues VIO 01/10/2001 15/08/2003 Gaye Barber General Manager of Venues VIO 04/03/2002 15/08/2003 Donal Walsh General Manager of Venues VIO 30/09/2002 31/07/2003 Jodie Bruce Assistant Venue Contact VIO 01/10/2002 15/08/2003 Clare Hartley General Manager of Venues VIO

3.6 Recommendations Prior to indicating what, as a result of our post-Games analysis, are key dates for the hiring of staff in each area, it is useful to examine a model that the Operations Team have recommended to organise each functional area (FA) from the early stages of planning. This model is applicable to each FA.

The basis for recommending this model is the fact that each FA has three key tasks to do in planning and operating their area. These tasks are as follows: FA Specific Planning Recruitment and FA-Specific Training of volunteers FA Operations in the venues (Venue Operations)

In the case of the 2003 FA General Managers, most were on their own trying to manage all three aspects with support from departments such as Volunteer Services and Venue Operations. When it was coming closer to Games each of these areas needed concentrated resources and the FA General Manager was being pulled in all three directions whilst trying to manage the overall project. From an operations perspective, much work had to be done by organising different forums to pull the plans together in the last six months, e.g. Policy & Procedures Meetings, Games Co-ordination Meetings, Meetings on Venue Operations Plans, etc. In many cases, it was the FA General Managers that were required to attend as many of the FAs had either not delegated responsibility or had no one to delegate the authority to at that stage. This put a huge strain on the FA General Manager s time. In analysing the work of a functional area, all of them have three common threads as outlined above. The model proposed recommends the appointment of at least three individuals in each FA and it is acknowledged that there

Jo Mc Daid Page 39 of 111 2/12/2004 may be some FAs might be able to delegate to a key volunteer but it is certainly the case in Operations that all positions would be full-time staff and most require more that three individuals and should be employed at an early stage.

Proposed Model for FA Staffing and Operation

FA General Manager

FA FA Venue Operations FA Specific Staff Recruit & Training (15 months out) (As required by needs of (12 months out) the particular FA)

Recommended Start Dates

The specific recommended dates for hire of staff for the Operations Department areas are indicated in table that follows.

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Recommended Start Dates for Operations Department Areas

-48 -36 -6 Area -30 months -24 months -15 months -12 months -9 months months months months Executive Office CEO Executive Office COO Director of Games Operations Executive Assistant Operations Transport Mng Motor pool Manager Airports/Host T Co-ord Transport Transport FA GM Transport Mng (V Ops) Transport R & T Transports Co-ord Catering Catering GM Catering V Ops Catering R &T Housing Housing GM Housing V Ops Housing R &T Event Event Services & Event Services V Ops Event Services GM Event Services R &T Security Manager Services Security X 2 Co-ord Medical Reg Co-ord Medical Medical GM Medical V OPs Medical R& T Medical Host T Co-ord Communications Comms Comm Ops GM Comms Ops V Ops MOC Manager Operations R & T GMs Venue Operations 1. Executive Assistant Sports x 5/6 * 2. Venue Ops Mng Sports Director of Venue Accomm x 1/2 * Venue Operations Venues GMs VOps Ceremonies GMs VOps Airports Operations 3. Venue Ops Mng-Accomm. Venues *1 person per 4 venues Director of Support Operations Support Executive Assistant. Operations Procurement Procurement GM Procurement Mng x 2 Procurement Assistant Site R & T CAD Technician no.1 Cleaning & Waste Site Management Site Mng GM CAD Technician no. 2 Site V OPs Management Mng

Signage& Look Signage GM Signage V Ops Signage Co-ord 1.Logistics R & T Warehouse 1.Logistics V Ops 2.MDS Co-ord Logistics Logistics GM Warehouse Operative Operative 2.Warehouse Manager 3.Warehouse Operative x3 4.Stock Controller Safety and Risk Safety Safety & Risk GM Safety & Risk V Ops General Manager Recommend Start Dates for future Games Organising

Legend V Ops: Venue Operations R & T: Volunteer Recruitment & Training GM: General Manager Mng : Manager Jo Mc Daid Page 41 of 111 2/12/2004

4. Review of Department s Key Projects

Background Information In reviewing each of the projects within this Operations Department After-Action Report it is not intended to analyse in any great detail the operations of the functional area but to highlight some of the key findings and recommendations that specifically relate to the area from an overall perspective. It is advisable to refer to the individual functional area after- action reports to gain a more in-depth analysis of the functional area.

The 2003 GOC had to consider several contingency plans as a result of two major world crises prior to the Games. These world crises had significant impact on the plans that were in place four months out from the Games. The first crisis that had a huge impact from an operational perspective was the war that broke out in March 2003 in Iraq. Both the uncertainty that arose in relation to delegations that might or might not travel and the security implications for the Games and individual delegations if the war continued until June meant that functional areas such as Accommodation, Transportation, Safety and Event Services, not to mention some others, were faced with examining and putting in place a number of alternative contingency plans.

The second crisis that saw the plans take new shape was the outbreak of SARS. The uncertainty about a few delegations travelling and the possibility of needing to put in place perhaps additional medical procedures meant that the up to about 6 weeks prior to the Games it was not possible to confirm the accommodation assignments and transport were unable to confirm their transport schedules as this was dependent on where the delegations were to be accommodated.

Apart from the Iraq war and SARS, the other challenge that faced the accommodation area particularly was the fact that the delegations numbers were changing on a daily basis these changes were not attributable to the two crises but general lack of regard on the part of delegations who probably had no idea of the consequences of changing athlete numbers and replacing males with female and vice versa. This had a huge knock-on affect on the accommodation assignments and also on the transport area, since a significant change in a delegations numbers could in fact mean the change of venue for a few other delegations if the assigned venue could not accommodate the increased numbers. Whilst this increase in numbers was sometimes balanced with a decrease in another delegation, it did not always occur within the same assigned accommodation venue.

All of the factors outlined above served to create a huge unknown in the areas of accommodation and transport and these functional areas were under huge pressure and experienced a lot of frustration in the month prior to the Games. A key recommendation is that the Special Olympics International adheres to the registration timelines agreed between themselves and the GOC and that final dates for receipt of entries is final. Whilst the GOC attempted to be as firm as possible in relation to the timelines set down circumstances presented to the GOC meant that flexibility was required. Flexibility is a necessary feature of

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all event organising but too much flexibility can cause the best-laid plans to be seriously compromised.

In deciding to sub-divide the role of Public Safety as originally structured, the GOC were very late in the planning of both the new Event Services area and Contracted Security. An experienced Event Services person was recruited in February 03 but only started in March 03 however, due to the wealth of experience that the individual brought to the Games and the sheer dedication given to the GOC by this individual, this area performed very well and certainly benefited from a more operational focused plan as a result of the change. Prior to this the focus had been on safety issues, documentation and less on operational planning. The area also had insufficient human resources from the very early stages. Contracted security was overseen by the Assistant Director of Operations in this area who was joined in April by a professional from a security firm who had offered their services. Despite the challenges that faced Operations with the late planning in both these areas there are no regrets about the change.

4.1 Findings and Recommendations for each area within Operations Transport Findings: Transport was deemed a success overall with excellent transport systems in place to meet the needs of the various groups.

The Inter-Venue Shuttle worked very well in bringing participants from their own venue to visit others. This system contributed to the hugely successful attendance at the Special Olympics Town and Healthy Athlete Program.

The support of the Gardaí (local police force) was invaluable in traffic management allowing the Games vehicles to get priority at major junctions.

Management of the arrivals and departures from Opening and Closing Ceremonies was excellent, transport ran on time and the whole operation went extremely smoothly, despite many limitations in the immediate area around the venue (same venue for both).

Late receipt of confirmation of delegations attending, the arrival information for all delegations, coupled with contingency planning around SARS, meant that transport could not confirm schedules to suppliers until very late nor were they able to confirm exact number of buses departing and arriving at venues until very close to the Games. The transport schedules published had incorrect information printed because of the changing information on the accommodation assignments.

The 2003 Transport FA, through the Motor Pool Manager, put in place a Vehicle Permit scheme for all vehicles and also helped prepare a parking plan, with the input from Venue Operations, for the motor pool vehicles and volunteers

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however, the FA felt it was not their place to monitor access and manage the vehicles in the venue. This was partly due to lack of staff to oversee this aspect of the plan. Event Services reluctantly agreed to take on the management of this through their volunteers. This was not the best way to implement the plans as the event services team were already coping with being cross-trained in about five other roles. Being asked to implement a plan they had not prepared was far from ideal. Fortunately, it worked very well at Games-time but could have been more streamlined.

In the few weeks prior to the Games, there were still a few major traffic management issues surrounding a couple of the venues. In these cases, it was left to the venue operations people to solve the issues. Transport seemed mainly concerned with the larger picture and did not necessarily deem itself to be responsible for providing a service to the venue team. Concentrations were more focused on the provision of vehicles for participants and information to suppliers. However, no matter how good a plan is and it was an excellent plan it is dependent on the plan being managed on ground level. The transport co- ordinators did not have enough information to manage it effectively in the first few days and developed their own systems as the days went by.

Sharing and dissemination of information to Venue Transport Co-ordinators was not very effectively carried out either prior to Games or at Games-time. There was always an over-riding desire to manage the plan at a GOC level so that resources were used effectively and routes and schedules not interfered with at venue-level. There is a necessity to manage the resources centrally for such a large operation but with proper sharing of information and communication as well as developing trust in the key transport volunteers on the ground, it is still possible to maintain overall control of the fleets of vehicles. Unfortunately, the volunteers in transport did not receive enough support or information from the FA which led to them experiencing huge frustration at Games-time. Lack of empowerment within the full-time staff in the FA meant that all information was retained by the few full-time staff. At Game-time, neither the General Manager nor the Project Manager were in the FA Headquarters or Main Operations Centre for the key operational times of the systems this was due to commitments to meetings with the vehicle suppliers and Gardaí and with ongoing work planning for the many changes that came during the Games, such as the move of several delegations from one accommodation venue to a new venue on the first weekend, additional requests for transport for visits to embassies and final planning for the Closing Ceremony and departure of delegations. This left the FA particularly vulnerable and only for the years of experience of a part-time member of staff who was able to trouble-shoot, there would have been more confusion on the ground that existed.

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Some FAs and Venue operations staff experienced difficulty in the communicating with the transport FA during the Games and hence found it difficult to get the required information from the FA. On the whole, the management of volunteers was poor. Whilst some of this may be attributed to far too few staff employed in this area, there was also an underlying desire to control everything centrally instead of empowering to others and also that only those with a background of working in the industry would be able to contribute to the planning. There were no key volunteers working in this area, with the exception of the Motor Pool end of things one of the few FAs that did not bring on board key volunteers to assist in the planning.

Recommendations The Transport Functional Area should take full responsibility for the planning and operation of Parking at venues and the Vehicle Access Permit Scheme consulting with key dependencies Venue Operations, Logistics and Event Services but having their volunteers trained to run the operation. There should be at least six full-time people employed in transport from six months out from the Games Key volunteers should be recruited in the early stages of planning so that they can grow with the plan and develop the knowledge to manage operations. The Transport General Manager should not be fully occupied with planning during the Games this is dependent on having accurate and timely information from delegations and on having other staff in place to plan the departures, etc FA Headquarters must be staffed by individuals who know the entire plan.

Safety & Risk Management Findings: Involving an individual with experience in safety management and bringing them on board early meant that safety issues were addressed early on in the planning and risk management procedures were put in place as required. The GOC were very safety conscious throughout the planning and operations of the Games.

This FA recruited and managed very effectively a group of volunteer Cluster Managers who took responsibility for four or five venues. This worked extremely well and provided the FA with a very experience group of individuals who could trouble-shoot on the ground.

The inclusion of a Safety Officer role in the Venue Team Structure worked brilliantly at Games-time. Although some venues were a little dubious in the beginning as to their role and input and believing they might object to some of the venue plans, the net result was that they were considered a huge resource in terms of advice and knowledge on safety issues. From a Games-wide prospective, these Safety Officers followed up on venue incidents and completed the necessary files and documentation to support any possible claim on the Games Insurers.

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The FA Headquarters for Safety and Risk and the staffing and management at the Main Operations Centre was one of the best organised FAs in terms of support for their volunteers, thoroughness in terms of their own work on the ground general support game-wide to other FAs. An excellent job was done by this team.

Safety & Risk had responsibility for Emergency Planning and Contingency Planning, both of which required a huge input from Venue Operations. In hindsight, the responsibility for these two areas should rest with Venue Operations with consultations and approval from Safety & Risk Management.

Safety and Risk management would be better placed in Business Operations so as to be recognised as having a role across every FA. Some FAs did not recognise the need to check with Safety & Risk on key aspects of their plans and it was a case of constantly needing to ask questions to gain an insight into their operations. This may in some part be due to the fact that it sat in Operations where people believed it was only concerned with operations in the venues as opposed to Games-wide safety monitoring on all aspects of planning.

Recommendations Safety and Risk management as a Functional area should reside in the Business Operations Department but maintain an operational focus. Responsibility for Emergency Planning and Contingency Planning should sit with Venue Operations and consult with and seek approval from Safety & Risk to finalise all plans.

Event Services Findings: There were unreal demands in this area due to the late appointment of the General Manager. The General Manager was the only individual with any experience in the area until one month before the Game when it was necessary to bring another experienced individual on board. This FA had the largest number of volunteers (over 2,000) in comparison with all other FAs and the recruitment, assignment and management of these individuals required two full-time people and several volunteers constantly working on this aspect alone in the two months prior to Games.

The Event Services GM was not part of the Venue Design Process which had occurred at least 18 months prior to her appointment this led to challenges when determining access control points and managing the pedestrian flows.

Event Services completed a dot planning exercise for all sports & competition venues, which were an excellent tool for assignments as well as an educational

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tool for their volunteers and the venue management teams on the venues. This is an absolutely crucial requirement for this FA.

Contracted security was scoped as part of the role of Event Services but due to pressures it had to be planned separately. This worked fine but in an ideal world the Event Service General Manager would be overall responsible for this area with someone appointed full-time to look after the needs in relation to contracted security. There was insufficient time to put in place good operational policies and procedures with the contracted security firms and it would have been beneficial to have given some training to the staff employed to do the work on-the-ground.

The three areas that impact most on the Event Services area are Information Services, Transport and Accreditation. More in-depth integration of these areas, had time allowed, would have avoided some issues experienced on the ground with guests, media and vehicle management.

In relation to the field of play area in sports venues, roles and responsibilities around the field of play needs to be very clearly outlined and understood by all members of each team. It was agreed that Event Services staff would only monitor access to these areas and that Sport would patrol the areas inside sports competition areas however, many sports team did not understand or want the role and event services staff were often asked to work inside the field of play. This led to some confusion and a drain on resources.

Responsibility for the security arrangements for high profile guests sat with the Guest Services FA an error in hindsight. There was nothing that Operations could do in this area as the information was not available to put a plan in place. Reassurance was given that it would be co-ordinated with the police force as required. Unfortunately, due to issues experienced in the Guest management side and due to the fact that there was very high profile guests in attendance, there were issues on the ground in a few instances. The Event Services Teams had received general guidance but with so little communication coming from either the Guest FA or Special Olympics Inc to the venue teams it was difficult to be prepared due to lack of notification.

Problems experienced in the arrangements and accreditation processing for Guests meant that procedures that had been put in place and agreed on by SOInc had to be revised over the first few days. Guest experienced many problems trying to gain access to athlete areas this was embarrassing for all concerned. The Event Services team were very well-trained in the procedures and were trying to implement them as instructed. Pre-notification of guest arrival did not happen in most cases and many guest arrived directly to the blue-zoned areas (athlete areas) instead of checking in with Guest Services at the venue and receiving an upgrade

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pass. It is necessary to rethink the entire accreditation entitlements of guests to ensure that the system will work in future.

The GOC contracted six individuals, with prior Event Service experience, to work on the Games for 14 days (4 prior to Games and the 10 days of the event). These individuals were on hand to react to any issues of crowd management that arose. Their services were deployed in several of the busier venues, with two of them assigned full-time specifically to the RDS Venue. This was a fantastic resource to have as contingency and indeed the individuals were kept quite busy.

Recommendations Event Services General Manager must be part of the Venue Design Process to input with regard to the operation of access control points, crowd management and pedestrian flows. Dot Planning is a critical requirement for the Event Services functional area to assist with role assignments and pedestrian flows and crowd management.

Clear definition of responsibilities between Event Services and Sports in relation to the field of play and the back-of-house sports operational areas who monitors access, safety and pedestrian flow where.

Guest VIP Security Plan should be the responsibility of Event Services. Accreditation entitlements of Guests need to reviewed and a workable system found whether that is to give blue accreditation to all guests or certain guests or simply to ensure that the Guest Check-in desk is one of the first areas that they come across when they enter the venue.

A pre-notification process of communicating the arrival of guests would be valuable to the venue teams and would serve to enhance the experience for the guest.

Security Findings: Planning for this area did not begin in earnest until April 2003. This in essence was very late although manageable up to a certain standard. Ideally, this area required an individual from six months out becoming familiar with the venue, the venue build and tear down schedules and to create the policies and procedures for the operation.

A contract security firm offered a member of staff to work as required from April and the firm undertook all of the venue assessments to establish the security needs. Whilst this was very effectively done it was difficult to ascertain all of the security needs without a fuller understanding of the operating plans for each venue.

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There were very few breaches of security during the Games- however there was a requirement to add additional resources in one or two venues.

Recommendations Hire an individual, to work full-time in the GOC, at least six months out to oversee the plans for contracted security in the venues.

Garda Liaison Function Findings: It was most beneficial having a member of the police force working full-time with the GOC. The liaison officer communicated with each of the district police regions and kept all of the force up-to-date on our plans. Venue teams were informed very early on as to who they should be linking with in the police force at local level and were encouraged to invite them along to venue team meetings, which many of them did throughout the last six months.

The police force was an excellent support to the Games and should be congratulated as much of its success is contributed to the role that they played, especially in the transport area.

Any issues that arose at local level were worked through but perhaps some of the concerns that were present in the early stages could have been alleviated if the GOC had been allowed to present to the local person in charge much earlier in the planning. There was some reluctance to doing this although the GOC did receive the opportunity three months out from the Games.

The role of the liaison officer was never more beneficial than at Games-time when the GOC had almost instant access to information, support and advice when required.

The greatest contribution of the police force to the Games was in the area of traffic management where they dedicated a huge amount of human and vehicular resources.

The Gardaí were initially very worried that the event was not ticketed and were concerned that there would be major queues of people and traffic around the venues. The GOC had to work very hard to convince the authorities that it was capable of the day-to-day management of spectators both at venue level but also on a wider scale through radio communications where necessary and through the established Information Hot-line Service. The GOC plan put in place was effective and there were no issues in this area there were many queues but they were orderly, safe and trouble-free.

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Recommendations Attempt to meet with the wider senior police officers responsible for specific areas of the city at an early stage so as the GOC may communicate directly with them in relation to the overall plan. These individuals will be implementing the plans on the ground and need a GOC briefing in addition to their own internal briefings.

Medical Services Findings The Medical Services Operation at Games-time was excellent. The service was extremely well-organised and professional, both on the ground at venue level and at the GOC central command centre. It was delivered by a qualified and highly- skilled group of professionals who were superbly supported by a GOC Main Medical Command Centre (MCC) that was staffed 24 hours per day for the entire duration of the Host Town Programme and during the 10-day period of the Games.

The Medical Command Centre, at Games-time, was one of the best-organised Functional Areas Headquarters in terms of monitoring and supporting the medical operations on the ground re incidents, hospital referrals admissions and discharges, staffing levels and stock levels. It also served as a fabulous support function to many Games-wide incidents that were being tracked by the Main Operations Centre (MOC). The entire operation of the MCC was excellent.

The medical team had many challenges related to the official registration process and the completion of accurate and comprehensive medical forms as part of that process. Several of the medical forms were received until much later than final registration date, others were received that were not fully completed which meant they needed to be returned to the delegation, others were not submitted until very late and quite close to the Games putting huge pressure on not only the Medical FA but also IT and International Services, delegations changed their submissions withdrawals and additions; and, on top of these challenges, the Medical FA were also very much under-resourced to cope with all of the administration work involved with the process. This process is a lengthy and time-consuming process and, in addition to the requirement to provide adequate resources to manage the process, it is extremely important that delegations submit the required, fully- completed forms to the GOC by the deadline specified. SOINC must work to make sure that the deadlines are met.

The medical area was under-staffed from one year prior until six-months out from the Games. Several different strands of work needed to be completed such as the overall FA Specific Plan, administration of the medical forms, Host Town Medical Services, management of the medical supplies for the first aid centres and medical centres and the recruitment, training and rostering of the three thousand medical volunteers. The medical area is one of the few areas where it is necessary

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to recruit skilled and qualified volunteers from several different disciplines. This makes the work of recruitment and training all the more difficult and more demanding. Additional staff were hired at different stages from January 2003 but some of these should have been hired at an earlier stage.

The provision of Insurance cover for the medical area was one of the major concerns of the GOC until the final month before the Games. The government s Department of Health had given verbal assurance that all department healthcare professionals would be insured and even though reaffirmation had been received on the commitment, the written confirmation was not received until one month prior to the Games. There were also medical volunteers who would not be covered by the government s insurance cover that needed to be covered by other insurance policies organised by the Games Insurers and by professional medical bodies that had agreed to support the Games. The delay in confirming the medical professional indemnity insurance cover caused concern and frustration amongst medical volunteers during the recruitment process. This issue could have been avoided with earlier confirmation of the insurance cover for all involved volunteering for the Games.

The 2003 World Games made very effective use of an electronic medical management system, called Health One, to manage the medical interventions and records process. This is the first time that such a system has been used at the Games and it was a huge success. The medical forms and athlete release forms were scanned into the system prior to Games, which was an additional amount of work on the GOC, but it meant that each medical centre in the sports and accommodation venue had easy access to an electronic copy of the medical forms when a client presented for examination. The system was also capable of recording all medical encounters and the medical intervention given and providing reports on the statistics it captured.

The procurement of medical supplies was an ongoing concern until three months out from the Games, when the decision was made to purchase all supplies required and to secure as many as possible on a sale or return basis. Until this time, the GOC had been unsuccessfully trying to secure a company who might sponsor the supply of the products. With so little time to procure once the decision was made to purchase, it meant that there was a lot of pressure on the medical team to organise the first-aid kits and up to sixty medical packages for the medical centres. This entire process was a warehouse operation that began a month out from the Games and continued until several weeks after the Games, when surplus items returned from each of the venues needed to be returned to supplier and/or sold to interested parties. The amount of work involved in procuring, re-organising quantities for medical outlets, distribution, re-supply and finally disposal of any remaining assets should not be under-estimated and it

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needs a person focused on this role from, at the very least, six months out and full- time from two months out from the Games.

Recruitment and rostering of the medical volunteers proved to be quite an onerous task - whilst medical services was one functional area -the tasks of getting volunteers involved recruiting and training several different types of skill-sets and qualifications for the different volunteer roles from doctors, nurses, medical technicians to first aid personnel was an entire project in itself. In the early stages of recruitment there were some indications that it might be difficult to get medical volunteers to commit to more than three full days at the Games this came from volunteers themselves and also through the knowledge that the healthcare system in Ireland did not have an abundance of staff members that would be in a position to take much time off away from work. A decision was made to seek only a three-day commitment from medical volunteers this made rostering all the more challenging and, coupled with the process that the GOC s Volunteer Services and Medical Services operated to complete the assignments and the fact that more medical personnel had volunteered than were required, the consequences were that many medical volunteers were dissatisfied with their rosters. Some volunteers were only rostered for one day and were disappointed and decided not to volunteer at all, others did not receive any assignments in medical. The rostering process occurred too close to Games-time for a lot of the issues to be resolved. In hindsight, looking for a three-day commitment was not necessary many could have given up to five or six days this would reduce the numbers required and ease the rostering process.

Medical Services had a volunteer management team in place from about eighteen months out from the Games. This team consisted of skilled professionals one or two from each of the disciplines that medical services would be drawing on for support. Each representative of the different disciplines worked directly with the members of their own medical organisation in order to create awareness, recruit and train the individuals and to roster them eventually. Whilst this was a very effective mode of operation and delegation of workload, the one disadvantage of the system was evident when the medical co-ordinators became active in the venues. The overall plan was very much in place within each discipline but more work needed to be done to integrate the separate plans in the venue so that there was one venue medical plan and so that expectations of each others roles were clear and understood by all that formed the venue medical team. This was very capably managed by the venue medical co-ordinator in a short space of time but with a lot of hard work on their part in many cases. Since rostering of these volunteers was very late, it left very little time to pull all of the individuals together and some individuals had their own ideas of what they wanted to do, which differed from the venue medical plan. This was purely because they had received much of their instructions and guidance from their own organisation and

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were not fully aware of the roles of the other disciplines within the venue teams. A more integrated venue operations training phase was required in hindsight.

Two of the outstanding successes of the Medical Services teams work was the documentation, recording and tracking of individual incidents as well as the internal medical communications systems that they established through triplicate form-filling, faxing, mobile and WAN(wide area net) radio communications. At all times, the Medical Command Centre knew what was happening on the ground, were assisting in responding to support the venue teams, were managing human, vehicular and medical supplies to their optimum.

The Healthy Athlete Programme was a very successful aspect of the 2003 World Games and operated very effectively during Games-time. However, in the early stages of planning, there were many overlaps in terms of contacting the various medical professional disciplines with regard to medical supplies, equipment and personnel. This occurred because the Healthy Athlete Programme fell within the remit of Special Events. The securing of medical indemnity insurance was also an overlapping issue. It is recommended that this become part of Medical Services, with a staff member assigned to it, so that the approaches to the medical professional bodies and organisation could be more streamlined and maximum use of all available resources is effectively carried out under one overall medical plan.

Recommendations Acknowledgement is made of the extremely large administration task involved in ensuring that fully completed medical forms are secured for all participants and, consequently, sufficient medical administration staff are employed to specifically work on this aspect of the Medical functional area (See recommendations on proposed staffing levels for this FA) and SOInc work towards a policy of insisting that only those delegations that submit fully-completed registration forms by the due date are considered for inclusion in the World Games.

Early confirmation of the professional indemnity insurance cover for medical volunteers - at least one year out from Games.

Given the nature of the Healthy Athlete Programme and the resources required to implement it which correlate very closely to many of the resources required for the Medical Services Plan, it is recommended that the Healthy Athlete Programme should fall within the remit of the Medical Services Team as opposed to a stand- alone within Special Events.

The Medical Command Centre should always be located in the same building as the Main Operations Centre and needs to be staffed generously with volunteers as is without doubt the busiest functional area from the start of the Host Town

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Programmes until about week after the Games this is evident from the chart below which indicated the types of incidents that were referred to the MOC. Only those medical incidents that required hospital referrals were recorded as an incident in the MOC.

Communications Operations Findings Communications Operations for the 2003 World Games worked extremely well and effectively, despite the late planning in the area. It is definitely an area that should remain within the operations department and a dedicated staff member should be appointed and begin planning at least eighteen months out from the Games.

The communications planning for the Games was far from streamlined until about six or seven months out from the Games. Responsibility for different aspects of the communications brief fell between two departments Operations and Information Technology (IT) and the planning was disjointed as there was no one individual assigned specifically to this very crucial area. It is certainly one of the key failings and regrets in hindsight. However, the Operations Department assigned an individual in December 2002 and the integration of the plan began in earnest and with speed. This area should be treated as a functional area in its own right and sit in the Operations Department. It is much more an operational based plan than a technology plan it needs technology to supports its operations in the same way sports need the IT through the Games Management System (GMS) to support the sports.

The US Department of Defense s role in the 2003 World Games was exceptional and very much appreciated. To be able to secure the amount of radios required, and the technical support and advice with it, was tremendous. The team that arrived from the US worked very hard, alongside the Irish Defence Forces members, from one month out until the week after the Games.

The Irish Defence Forces were superb in the support that they gave in this particular area they were also very much involved in the Event Services area too. The Army took receipt of the equipment into their warehouse and managed the programming and distribution of the equipment from start to finish. It was very much a behind the scenes role and one that was greatly appreciated by the GOC.

It is without doubt that the expertise and experience brought to the GOC from the involvement of both the Irish Defence Forces and the US Department of Defense in the planning and implementation of the communications systems was invaluable and it would have been impossible to proceed without them. However,

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in the early stages of planning, some issues did arise in relation to the structure of the communication system at venue level. There were differences in relation to deciding who needed to talk to who? at the venue, whilst still maintaining a Command and Control system. From a venue operations perspective, different groups of individuals needed to be in radio contact from a command and control perspective other individuals needed to be in contact. A solution was arrived at through discussions around the venue operating plans and examination of the venue team structure that the GOC were implementing - a communications system that satisfied all needs was achieved.

The Main Operations Centre functioned extremely well throughout the Games. The set-up and structure of the team in the MOC served the purpose well and is recommended as a model going forward. The 2003 GOC had two key FAs located in the same building Medical and Transport. In an ideal world, it would be terrific if the MOC could be located in a secure area that would be close to all of the key functional areas. It is absolutely crucial the each FA is made aware at least one year out that they will need to recruit and train sufficient staff to resource their FA Headquarters and also to function in the MOC if their FA is one of those identified as being necessary full-time in the MOC. These individuals need to be very well-trained in the operation of the FA and hence should probably come from the volunteer management team that have created the plans supported by some administration volunteers. Some FAs in the 2003 GOC did not have a volunteer management team working with them and they found it difficult to cope at Games-time as all of the questions, queries and problems came to the FA Manager, who ended up being in constant demand. Alternatively, where these individuals put volunteers into a FA HQ without sufficient training, the volunteers in the venue did not receive the support they deserved.

The Main Operations Centre for the 2003 World Games was quite busy in the initial few days but thankfully was relatively quiet during the Monday to Friday period of the actual Games. This quietness we took to be an indication that everything was going well. It is acknowledged that there were probably a few incidents that did occur in the venues that probably should have come to the attention of the MOC but were dealt with at venue level. Whilst this was what was expected of the venue teams it is difficult to get the balance between what must come to the MOC and what should come for information purposes so that the GOC are kept informed of key issues. The following Chart indicates the type of issues that the MOC dealt with by functional area.

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Medical

Sports 23% Housing

Event Services 20% IT Delegation Transportation 9% Services (OTHER) Safety & Risk Venues Note: FAs listed account for Management 85% of all incidents

The GOC were fortunate to receive support from Risk Force International in terms of an incident tracking software package, called Risk Force. This was a very useful tool in terms of monitoring open issues and filing closed issues and served its purpose extremely well. There were a few aspects of the package that posed some challenges for the GOC that if changes were to be made would certainly enhance its functioning in relation to a Games environment. One of these challenges was the assignment of passwords to GOC staff. Most of the MOC staff had been identified in advance of the Games and passwords were issued but these changed quite close to the Games leaving people experiencing difficulties in the first few days. The company managed the issuing of passwords so that when difficulties arose or a new GOC person that had not originally been identified as needing access did require access, the GOC s co-ordinator had to telephone the company who would subsequently issue a password for the individual. This was in no way a critical issue but it would have been easier if the GOC had been issued a bank of passwords and allocate accordingly. Enhancements could be made on the nature of what is displayed on the wall-screen that everyone is able to view, i.e. the screen should reflect the current status or latest update as opposed to the original log of the incident. In order to get the latest update on an incident it was necessary to open the incident and scroll down to the last entry. So if the software was programmed to display the latest update it would be much more relevant especially for people when they are just coming on shift. Alternatively, a running commentary scrolling along the bottom of the screen would help.

In terms of the set-up and organisation of the MOC, the GOC were very fortunate to have a wonderful facility made available that had most of the IT infrastructure that was required. The facility was a purpose-made IT training facility and hence there were only minor enhancements to be made to give it the capability required for communications instead of having to it fit it out entirely from a shell. Despite its suitability there was still a lot of work required to fit-out in terms of

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PCs and phones, organise the desks, liaise with internal stakeholders within the campus, etc. Whilst the GOC did have an individual who was driving this task, it was not his only responsibility and hence some of the planning was quite late. A recommendation would be to appoint an individual as MOC Manager about six months out to drive all of the planning for the set-up and operation of the MOC who would work under the direction of the GOC Communications Manager.

In terms of space required, the GOC found that the Main Ops Room should be in the region of 100 square metres in order to make the facility comfortable and spacious for those who will spend many hours in the centre. With so many people using the facility on a shift-basis it is essential to keep the centre free of rubbish and dispose regularly of unnecessary paper, etc. It is also necessary to have a PC on every desk in the Main Ops room. The GOC had assigned two desks as Hot Desks with the idea that if there was an issue that arose in a particular FA that was not a full-time desk-holder in the MOC, then this additional FA would be asked to supply personnel to have a presence in the MOC until the issue had been resolved. This was a good plan but one that the GOC did not follow through on for a few functional areas, e.g. Airport Operations.

In terms of deciding which FA should have a full-time (24hours) presence or part- time presence (10- 12 hours), much debate on the matter occurred prior to the Games. The GOC were very satisfied that it had identified the FAs correctly but one or two FAs proceeded to work their own plan. One of these was Host Town who issued their desk phone number in the MOC to their regional co-ordinators to use as their support help-line during Host Town effectively this became their FA Headquarters phone line. Even though the regional co-ordinators were GOC staff, other individuals in the host towns did acquire the number and many phone calls were received that ideally should have been taking place in another room or building. These phone calls continued even after the Host Town Programme had ended as naturally there was still wrap-up work ongoing. The FA was relocated within the MOC once Host Town ended but some calls still came through directly to the Main Ops Room. All other calls to the MOC were coming through the adjacent comcen room that the army were staffing as it was not permitted to issue direct lines of the Main Ops room. The other FA where serious difficulties arose was Airport Operations. A desk had been assigned for the initial few arrival days but the FA was unable to provide personnel to take a presence in the MOC. This proved to be quite an issue as it was difficult to get the up-to-date flight information times and changes by means of continuous phone calls. This lack of up-to-date information caused headaches for both Host Town and Transport. Indeed the Host Town personnel often had more information than Airport Operations and it would have made things much easier if both individuals could have worked as representatives of their areas at GOC level instead of both working on the day-to-day running of their operations.

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Crisis Management Planning for the Games was drawn together by a number of individuals and policies and procedures were satisfactorily drawn up and displayed in the MOC on the walls of the room. Risk Force International conducted two different days training on Crisis Management with the GOC as well as several meetings with the key individuals that would be involved should a crisis arise. The training was excellent but had some flaws from an operational and implementation perspective. Whilst many possible crises were identified and procedures outlined to deal with them, much of the focus on how to deal with the crisis was centred on dealing with the media when the crisis arose and what should be said when, by whom and to which individuals or groups. The implementation of the procedures was secondary in the training modules. It was believed by many individuals that there was too much emphasis on the media aspect and that the training was driven by the media angle. It is recommended the Chief Operations Officer take full responsibility for Crisis Management planning and drive the planning it should not be a collection of FA individuals pulling together the plan but with no real manager.

The GOC did experience a few crises months prior to the Games, SARS and the Iraq War and planning for crisis management was well underway at this time. However, the Crisis Management Plan was not implemented it was being viewed as a plan for Games-time. From an operational perspective, it is believed that the Crisis Management Plan should have been implemented immediately once a crisis arose even if it is three months out from the Games. Meetings and decisions were taking place without full involvement of the Crisis Management team, which could have had serious consequences for the planning and operation of some larger FA areas.

The 2003 GOC had several Wide Area Nets serving transport (2WAN), medical (1) and the venues (1). The medical team made extremely effective use of their radio channel to direct ambulances, etc. The transport team used a network to operate the motor pool and had another available for communication with the Venue Transport Co-ordinators. This second channel was unfortunately not used due to the non existence of personnel in their Transport Headquarters. This would certainly have been a more effective method of resolving issues had the manpower been present to operate the channel. The channel assigned to the venues meant that the MOC could at any time contact any one of the Venue Managers directly through a WAN radio in the VCC. The GOC did not require this prior to the Games but it was available as a contingency method of communication should landlines fail it was not used at all as the other modes of communication proved effective and sufficient.

Each sports venue at the 2003 World Games had a Venue Communications Centre (VCC) where a Venue Communications Co-ordinator in each managed, monitored, screened and recorded critical communications and facilitated. These

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individuals came on board very late in our recruitment process and received a minimum but comprehensive level of training. Ideally it would be much better to identify a Venue Communications Co-ordinator much earlier and request that they replicate the role of the Games Communications Operations Manager but at venue level. Their role was not clarified to a sufficient level in terms of policies and procedures in relation to opening, sending, printing and distributing emails and faxes within the venue whilst this happened quite naturally in many venues and most communications successfully transmitted a better system of management would have been desirable. This individual and his/her team ideally should have a complete understanding of everything that is happening in the venue, i.e. understanding interdependencies, knowing who needs to know what and the key Venue FA Co-ordinators. In this way, venue communications will be more integrated and effective.

Each venue team received one Venue Simulation Training Day , where the teams were trained in the use of the radios through carefully planning exercises that brought the GOC s policies and procedures to the test. It would have been great if there had been an opportunity to have at least one more of these sessions as the day served to get volunteers familiar not just with the operation of the radio but also the confidence to use it effectively. The session also served to unite the teams because it highlighted for many volunteers the overlapping dependencies amongst the functional areas.

Recommendations Communications Operations is a functional area that should be part of the Operations Department and a full-time staff member assigned to the area. It should be considered a service provider area as opposed to an equipment infrastructure support.

The involvement of the Defence Forces is invaluable in this area and if there is an offer of support from the US Defence Forces the GOC should eagerly accept.

At least two Venue Simulation Training Days should be organised one three or four months out from the Games and another with one or two months to start of the Games.

Responsibility for Crisis Management Planning should rest with the Chief Operations Officer and the planning should keep a strong focus on the operational management of the crisis as well as dealing with the media-related implications.

Crisis Management Planning should be completed three months prior to the Games and the plan should be used to deal with any crisis that arises for the GOC from three months out. This would get everyone familiar with the plan as well as

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allowing the crisis to be dealt with in an efficient and appropriate manner with the involvement of the relevant individuals.

Procurement Findings Procurement as a FA originally was meant to be part of the Business Operations Department but no appointment was made prior to October 2002. This was extremely late in the Games Planning and the Operations Department were certainly worried in terms of securing the FF&E supplies, from a cost perspective but mainly from an availability perspective. In the summer of 2002 it had been decided to recruit individuals to management the Construction planning of the venues and to strengthen the Logistics FA and it was at this time that the eventual Procurement manager was recruited. This individual had extensive knowledge of Procurement, Construction Fit-out & teardown of Games venues and had several years of experience in the logistics industry. The individual was appointed by the Operations Department and an agreement made that he would remain in Operations but with close links to finance. By October 2002, Operations was the main area that had demands on the procurement, although there were still a few large contracts from other FAs that did receive input from procurement after his appointment. Procurement should really have been on board at least eighteen months out from the Games so as to be involved in planning the venues, contract management across the GOC and to negotiate strong beneficial deals with companies and suppliers to the GOC. These negotiations and contract management was undertaken by several individuals within each of the FAs, many who would quite freely acknowledge that they did not have the necessary skills required to be sure that the deal was the best deal that could be secured. The fact that a Chief Financial Officer was appointed from Jan 2002 did mean that FAs had guidance, advice and assistance when required but a dedicated resource was required.

The appointment of the Procurement person to the Operations Department worked extremely well, more because of the particular s individual s skills and experience with past Olympics and Commonwealth Games. This person became an Assistant Director of Operations with responsibility over procurement, logistics and construction as he had experience in all three areas and it was, at that time, the weaker area in Operations. It is acknowledged that it was very fortunate to recruit an individual in Procurement who had wide knowledge of the event industry. An understanding of the operational functioning of Games environment is a huge advantage and certainly recommended as opposed to hiring an individual with procurement skills but not necessarily in the events industry. An individual with more of a financial leaning may find it difficult to justify the financial spend on essentially operational solutions to issues.

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Two of the serious challenges that many FAs faced in the early stages of planning prior to the appointment of a procurement person were a) trying to define a clear, concise and accurate scope of works and b) determining the terms and conditions to be included in contracts. Certainly in Operations there was one or two contractual arrangements entered into that were not ideal and, in hindsight, could have been negotiated more successfully from not only a financial perspective but from a delivery perspective. Contracts also required an input from both an insurance and legal aspect. Insurance and Legal were two areas that the GOC had access to expert advice from external companies but no individual appointed to manage them within the GOC. The external advice received from both companies was superb and they did a super job but the advice did not always come as quickly as was required as the companies were giving it free of charge and had their own day-to-day work to complete. Another issue was the fear that particular arrangements and commitments might not be identified as requiring an insurance or legal input. Procurement, legal and insurance all have very close links in relation to finalising contractual arrangements and it is recommended that future GOCs appoint an individual to manage each of these areas at the early stages of planning.

In discussions post-Games on which department Procurement should sit within, the Operations Department Management Team came up with a few options but have made a final recommendation which is outlined in Section 9, Summary Recommendations. It was acknowledged that sitting in the Operations Department for 2003 Games did work very effectively and could work just as well in future GOCs. However, there is a huge need for Procurement to be involved in the very early stages of the planning in the Marketing Department when sponsor contracts are being negotiated and its involvement is required in other departments where there are large spend areas and important contracts with suppliers in areas such as volunteer uniforms, technology, sports equipment, construction, transport, accommodation, FF& E and marquee suppliers, contracted security, printing, etc. Therefore, Procurement could quite easily sit within Marketing & Communications for the first two years when the early stages of sponsor contracts are being worked upon and then for the final two years either sit in Operations or Business Operations. It is recommended that if it was to sit in the Business Operations Department, then there should be a procurement person in every other department too that works under the key procurement person. The Operations Team actually recommend that it sits within its own department along with other key FAs that it needs to relate with in a very comprehensive manner see section 9, Summary Recommendations .

Many of 2003 GOC s sponsor contracts were negotiated solely by the sponsorship section in advance of the appointment of many of the FAs, which is to be expected since securing the budget and Value-in-Kind is one of the main areas that is required to give the Games its security in the early stages. However,

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involving Procurement might lead to securing better contracts in terms of the sponsors targeted and the nature and method of delivery of their service or product. Whilst the 2003 GOC were most fortunate that the sponsors were, for the most part, always willing to work very closely with the GOC to deliver the service or product in a way that was mutually agreeable and met the needs of the GOC, many of the contracts were not finalised until quite late and in a few areas this could have been problematic. The involvement of procurement with the early sponsorship deals, especially if you have an individual who has knowledge of the event needs, might lead to more beneficial sponsorship deals in different areas. Whilst the Operations Management team have not analysed the benefit of inclusions or exclusions of the contracts that were entered into for these Games, as most of them served us extremely well, one that has been identified that could have been targeted at an early stage and which could have saved the GOC a lot of worry and very hard work quite close to the Games, is in the area of medical supplies.

Recommendations Appoint full-time GOC Managers to oversee Procurement, Insurance and Legal as early as possible. Involve the Procurement Manager in the process of securing and negotiating contracts with sponsors at the early stages of recruitment of sponsors. A sponsor should be sourced to provide the medical drugs and supplies required by the Medical Services area of the Games approximately 300,000.

Logistics Findings The Logistics FA delivered a very good level of service to all other FAs and to all of the venues, especially with the limited number of full-time staff and with pressure of time from when the FA really began to operate effectively.

Logistics was identified by early 2002 as an area that needed to recruit individuals with prior Games experience as the nature of the logistics involved in the event industry differs greatly from the day-to-day logistics involved in the business industry. This is certainly a factor that should be born in mind for all future GOCs and it one of the few areas that the Operations Team would recommend that the person recruited for the job should definitely have prior Games experience or event experience. Whilst the skills involved can be acquired and knowledge of the task learned over time, there is not sufficient time within a Games environment to take the risk that the individual will grasp the task sufficiently to ensure that such a critically functioning FA will deliver successfully to all the other FAs within the GOC who are relying so heavily on the fact that it will deliver the right level of service and quantity of product at the right time to the right venue.

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Logistics and procurement were not integrated into the Venue Design Process at the early stages of planning which both definitely need to be so that analysis of needs of the various FAs will be understood and solutions worked out that will result in the provision of appropriate products, delivery schedules, etc and that will also maintain a balance between affordability versus need versus market supply.

The late appointment of an experienced events logistics individual meant that many of the FA needs were possibly not scoped as well as they could have been which might have served to identify their needs better as well as identifying overlaps and indeed deficiencies. Had logistics been involved much earlier in discussions with the different FAs many issues that did arise would have been identified much earlier and better solutions worked out. Many FAs that do not have an operational focus need the questioning mind and proactive quizzing of a logistics person to uncover the needs of the FA - so that the FA will receive appropriate delivery of service and, very importantly, so that logistics can determine what challenges might arise for the FA and to avoid surprises for the Logistics FA.

Master Delivery Schedule is essential in defining the movement of supplies and products capturing the assets and their movements as well as the location, time and date. Management of the Warehouse activities were challenging for the six months prior to the Games. There were three key reasons for this challenge apart from the fact that a person experienced in logistics only came on board in October 2002, with the appointment of the Assistant Director of Operations in this area, and the appointment in March 2003 of a full-time Logistics Manager. Firstly, there was a lack of understanding by the existing logistics staff of the demands that the different FAs would have on the facility and the services that they were providing. This was as a result of not being involved in the Venue Design Planning and not proactively establishing the needs of each FA. Secondly, clear and strict guidelines on the operation of the warehouse were not put in place and made known to the FAs. There was very little pressure on the warehouse until about six months out from the Games and hence the free and easy going nature of operations needed major modification in the last six months so that the warehouse would function effectively and indeed safely. Hence, expectations were not managed sufficiently for the FAs to understand and follow the procedures that were required to be implemented from January 2003 onwards. Thirdly, space in the existing warehouse became an issue both inside and outside the building. Inside there was too much racking when free floor space would have served the purpose better and outside vehicle movements became tricky when larger trucks and several other vehicles started to be employed for the warehouse operations not all of them necessarily strictly related to the logistics area per se.

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The 2003 GOC did attempt to work with a software package, Exchequer, that was supposed to assist with asset management and help with delivery schedules, etc. but this was not a successful venture for the GOC. This failure was attributed to a number of reasons but primarily due to insufficient human resources in the earlier stages to allow an individual to become proficient in its use, which also led to a decision not to undergo much additional training to gain proficiency, and, as a direct follow-on from this, there was not enough knowledge of the package when the critical time did come along when the GOC could have gained immensely from its operation. An attempt was made to use it to assist in the Merchandising operation but Merchandise did not wish to use it and finance also did not want the system directly linked with assets and hence the Exchequer Programme was primarily used by Finance. Recommendations are outlined below for SoInc and other GOCs to take on board.

Recommendations Appoint an individual with prior Games or event management experience to the role of GOC Logistics Manager.

The Logistics Manager must proactively involve him or herself and take early ownership of establishing the demands and needs that the other FAs will have on the logistics function.

The Logistics Manager must establish very clear and strict guidelines as to the operation of the warehouse and implement all procedures he/she has developed. If this can be done in the early stages of planning it will allow other GOC staff and volunteers to understand and accept how it will operate.

Two key factors to be borne in mind when sourcing warehouse space are: 1) to look to secure a warehouse building measuring 100 square metres with a minimum amount of racking space. This is not an unrealistic space to source if a GOC wishes to contain its operation in one building and locations; 2) Make sure the warehouse is accessibly for larger trucks that will be required during Games time - i.e. is there turning and parking space, does it facilitate easy delivery and collection of goods.

Use a simple Asset Management Database, especially when GOC resources are lean, to record assets and track movement of them, etc.

Special Olympics International should pursue the development of such a database, as the potential for any GOC to have enough finance to make the amendments to existing package suitable for a Games environment is very slim. There are some project management companies that do have packages that would be easily adapted and would be more suitable than a financial-bias package. It is advisable to keep the warehouse assets separate from the financial aspect of the assets.

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Site Management Findings The 2003 GOC took a unique approach to Venue Design and Construction planning and implementation one that was extremely successful but not without its concerns and headaches along the way. The GOC managed to contract architectural, engineering and constructions firms on a voluntary basis that gave expert advice, workmanship and resources to the project from start to finish. This managed to save the GOC a huge amount in financial resources in some areas that were not necessarily budgeted for in the project and which definitely were required.

In the early stages of venue design, there was debate as to whether the services of architectural firms would be required and to what extent. After some research on the matter and having worked through the project, there is absolutely no doubt that it is essential to have architects involved in the venue design so that many issues that could potential arrive much closer to the Games are identified and the venues are laid out in a safe manner maximising the spaces available in the venue. Future GOCs should not hesitate in securing the services of an architectural firm and indeed it would be a terrific addition to any GOC if there was a full-time architect working as a GOC member.

The key challenges that the GOC faced with their unique approach were specifically: 1) the time factor involved initially, in recruiting firms to do the work on a voluntary basis and, later on, trying to communicate and meet with the several firms that had been recruited there were 5 architectural firms, 3 civil/structural engineering firms and 3 electrical engineering firms and 20 construction companies spread right across the city area; 2) Insurance issues arose re the liability aspect. It would have been impossible for the GOC to insure the firms on its own insurance policy, as the cost would have enormous. The companies were not covered for work they were not paid to do and to include the work on their own policy would have cost them money. In the end, the firms agreed that the GOC would pay them a minimum amount of money and enter into a contract with them. 3) Due to the fact that the work was all voluntary it was difficult at times when timelines were not been met. This was really only experienced with the construction firms, and only in the early negotiation stages when strong commitments were been asked for and when the GOC wished to get the contracts signed. In the latter few months before the Games, when the fit-out planning and scheduling was at its most pressurised, it was difficult to get drawings updated and even printed in a timely manner, since the firms themselves had paying customers whose needs had to be met. At this stage it would have been most beneficial to have the resources internally within the GOC as the drawing revisions and modifications were frequent and there were also demands from many of the FAs for accurate drawings for the final planning of their own area,

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e.g. Venue Operations General Managers, Safety, Event Services, Information Technology and Signage.

Assessing the approach post-Games, it is agreed that it would have been better to have negotiated a deal with one or two types of each of the services required and agree a fixed sum that would be acceptable to the company to see the project through to its completion. Whilst this would effectively involve a financial outlay, it would help eliminate any insurance issues and put the GOC in a better position to demand that timelines be met, etc. With this approach it would be essential that the framework of what is required from the company is clearly communicated. At a minimum, this would involve identifying the types of drawings that will be required, including revisions of the drawings every two months and setting the project timelines early on - but not setting them so rigidly that the GOC is firmly tied into them as it is likely the GOC will experience difficulties in meeting deadlines too. It would be best to try to recruit firms that are interested in doing the work rather than simply hiring any firm giving a firm a clear framework will help to secure their commitment.

From a construction perspective, engaging a firm on a financial basis places an obligation on the firms to have the necessary policies, procedures and safety documentation in order and available to the client. This is advantageous as the 2003 GOC experienced some difficulty in securing the documentation and ensuring all complied with the Games Risk Management policies.

From a safety perspective, the GOC were advised that the construction of the venues should follow the guidelines set out by the Health & Safety Authority for the construction industry in Ireland. This involved a lot of paperwork and intense training in some cases for the volunteers and some of the suppliers of services in particular venues. These suppliers would not have been required to meet these standards in their normal work tasks as they worked on events as opposed to construction sites. This did cause some frustration and annoyance on both sides. It is the view of the GOC s construction team that it is not necessary to go the construction route for a Games event as the construction aspect is not large and individuals aspects that do require additional safety measures can be managed effectively with clearly defined and managed site operations policies and procedures.

The 2003 GOC had volunteer Site Managers in place in all venues. These individuals were recruited through the Construction companies and via the general volunteer recruitment process. All of them had a background in site management. This approach worked very effectively although their recruitment took place much too close to the Games due to the late appointment of the construction manager (October 2002). It would be better to have an individual with experience in construction of the venues involved in the venue design phase as specifications of

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the work and commodities is a critical factor in the overall venue layout and operation.

It has been agreed that it is possible for either one of two approaches to work in terms of the construction of the venues:- A) The approach similar to the one implemented by the 2003 GOC, where it was de-centralised and the responsibility for individual venues assigned to different construction companies; or B) the GOC could employ up to ten Site Managers who would be responsible for two or so venues each. In this latter approach, the GOC would need to take on the liability aspect initially but then transfer it down to the individual suppliers of services and goods.

Cleaning & Waste Management for the 2003 World Games did not at any stage have anyone full-time dedicated to managing either area. The functional areas sat within operations and was progressed by our Venue Operations & Integration General Manager initially and subsequently assigned to our Site Management Manager when he came on board more as a best-fit scenario rather than anything else. It should however be seen separate to the site function, even though it does have strong links. It is agreed that Cleaning and Waste Management could be combined to make one functional area.

Recommendations Involve an architectural firm in the Venue Design phase of planning and endeavour to employ an individual with architectural experience as a GOC member. Instead of going entirely the voluntary route in recruiting firms, agree to pay a small number of firms a fixed sum to complete their work. Endeavour to recruit firms that are interested in getting involved in the project and that will have a flexible approach to the project as it develops. The initial briefing the firm receives is critical to the success of the partnership going forward.

Narrow down the number of companies involved it would be desirable to be working with one Architectural firm, one Mechanical & Electrical firm, one Civil and Structural firm and one Construction company. It would not matter if each of these firms subsequently dispersed the work amongst other firms but it would be ideal if just one company of each type could manage the project in their area.

It is recommended that the GOC hire its own in-house resources to supplement the work of any contracted architectural firms. It is advised that a minimum of two individuals with experience in CAD work be hired for at least nine months prior to the start of the Games. Two plotters and a copier will be required to be able to meet the intense demands of the wider GOC in the final six months of the planning.

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The Mechanical and Electrical work should be carried out by the power supplier as the work involved is not overly complicated.

Cleaning & Waste Management to be combined as one FA and a manager hired nine months out from start of the Games. Endeavour to get Industry support on board in the areas of cleaning & waste it is essential to its success.

Volunteers should not be asked to get involved in the cleaning and waste management of a venue, except in a co-ordinating role only. Recruit companies from the industry either on a voluntary or paid basis.

Participant Services Findings: Participant Services was a title created to represent the two areas Housing and Catering. The 2003 GOC appointed a full-time person, in July 2001, to oversee both areas because of the fact that the Catering Co-ordinator was going to operate in a voluntary capacity for as long as possible, and, hence she would not always be available for meetings, etc. The Catering Area was too important that it needed a GOC person at all relevant meetings, many of them internal. The Participant Services General Manager had prior experience in the accommodation area and hence was able to manage that area and work with the Catering Manager in moving the plan forward. A Housing Manager was also employed full-time in July 2001. This structure worked very effectively, due to the commitment of the Catering Manager who assumed most of the responsibility in the area - Accommodation was an extremely busy area from the first day of planning and did in fact require additional human resources much earlier than the 2003 GOC were able to provide it. In October 2002 it was necessary due to increasing demands in the area to employ the volunteer Catering Manager on a full-time basis. It is recommended however that Catering would have a full-time staff member appointed at least two years out from the Games.

Catering as a functional area should stand on it own as an FA and does not need to be as linked to Accommodation as the structure for the 2003 GOC set out. Whilst Catering is a large part of the Accommodation function, the planning and operation of catering for the sports venues and other events is much more difficult, challenging and demanding in terms of logistics and on the health and safety front. Hence, Catering is an operational area that requires focused planning and integration across many critical functional areas the accommodation venues are the least challenging aspect of the job.

The GOC decided very early in the planning process that the planning for the accommodation venues would attempt to follow the project timelines and planning stages set out for the sports venues. This was to ensure that the accommodation venues would not become second-class citizens amongst the venues. It would be quite easy to assume the sports venues were much more important they certainly

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require a much wider input from several functional areas and space assignment within the sports venues is definitely much more difficult however, to ensure appropriate use of often limited space in accommodation venues and to guarantee the highest of standards in safety and clear operating procedures, venue planning for the accommodation venues does warrant time, effort and focus from a GOC in the early stages. With the decision made to mirror the venue planning for the sports venue, the Participant Services General Manager (GM) worked very closely with the Assistant Director of Operations, responsible for Venue Integration & Operations, to oversee the completion of each stage in the accommodation venues. There were many challenges in completing the milestones along the way which resulted in the accommodation venue planning team needing to push the milestones out further by a couple of months. The challenges experienced were a) insufficient GOC staff in the area to progress all of the 25 accommodation venues which also had an impact on b) the late recruitment of volunteer venue teams, c) very poor or non-existent maps were available from the venues and d) confirmation of new venues as late as six months out from the Games.

The 2003 GOC initially and wisely separated the Housing functional area planning from the overall Accommodation Venue Planning by assigning an individual to drive the Housing FA specifically, e.g. to plan the front desk operation, laundry, linen supply, etc. The Participant Services GM drove the venue planning aspect. With the appointment of additional staff from November 2002, it became possible to assign different individuals to oversee five or six venues each. It was at this stage that the planning for the Housing FA and the accommodation venues overlapped into almost one process for most of the staff in accommodation as the worked need to be divided out to ensure its completion. It would have been ideal to have been able to keep the areas more divided in terms of role.

Recommendations A Catering Manager should be appointed at least two years out from the start of the Games to manage the Catering Functional Area, which should be a stand-along FA in the Operations Department.

It is however, recommended that Venue Planning & Operations for accommodation venues sits within a Venue Planning Department for future Games and that additional staff would be assigned to the Venue Management aspect - allowing Housing staff to focus on the housing-specific areas and areas such as bed assignments.

Accommodation Venue & Housing Findings

The allocation of sports quotas to delegations and the subsequent uptake in fulfilling these quotas or the refusal or re-distribution to other delegations or sports is a critical process that Special Olympics International must evaluate and improve on for future

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GOCs. The 2003 GOC were originally contracted to host 10,000 athletes, coaches and official delegates, hence 10,000 beds were required to be sourced. It was evident from the initial quotas that the 10,000 figure would be very difficult to reach but the GOC were still expected to ensure that there were beds for 10,000. The GOC had extreme difficulty securing the required number of beds in suitable venues, even exploring the option of building semi-permanent 2,000 bed facility. This was an ongoing pressure for the GOC and when it was agreed, in November 2002, to lower the number contracted to 9,300 beds, the GOC found itself with more beds than it needed. At a later stage, two months out, the GOC found themselves again in a compromising situation, when the final numbers were beginning to emerge that it still had too many bed spaces booked and decisions had to be made with regard to which venue to drop. The GOC were fortunate that there was only a little financial outlay for one venue that was not occupied during the Games. This was due to the relationships that they had built up with the venues and because of the lack of firm venue contracts in many cases- which worked in our favour. The insecurity with regard to exact numbers and maximum numbers is a constant source of frustration not only for the Operations Department, where Accommodation, Transport and Catering Operations are greatly affected by the numbers issue, but also Sports & Competition, International Services and others.

Information on the numbers attending and composition of the delegations continued to change up until the weeks before the Games. Apart from the need to adapt the overall plans as numbers changed, the fluctuations in numbers challenged our internal communications and change management on the Games Management System (GMS). The process of inputting the original information and updating new information received was not always accurate which meant the Operations Department s accommodation people spent many hours checking and balancing numbers in the GMS. The difficulties experienced related as much to a) the inputting process and capabilities of the GMS as it did to b) the tracking & communications system established by the GMS committee but not implemented rigorously enough at an early stage by the receivers of the information. It may be beneficial to consider keeping the role of the Registration Manager separate to the role of the Delegation Services Manager delegations could communicate with the Registration Manager on numbers attending and sports competition entries and link with Delegation Services on more general issues arising for the delegations. The Registration Manager and the Accommodation bed-assignment person must be able to work very closely together on a regular basis both need to be clear-thinking individuals with a good knowledge of IT.

The 2003 GOC had 25 accommodation venues and the operation of each ran superbly in fact the atmosphere created in the venues was terrific since everyone got to know each other and the volunteers went out of their way to ensure their customers were well looked after. Entertainment was provided, for the most part, in the venues themselves which made it much easier for the athletes to attend the events and still get

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an early night. Thus the existence of 25 venues and the fact that the many of the venues were small in size, more intimate venues provided a better home environment for the athletes as opposed to what one or two large campus venues might offer. However, it is strongly recommended that the number of venues used is the minimal possible. Having less venues to negotiate and contract with, to liaise with, to staff with volunteers will reduce the workload on the functional area but it will also lead to a less complicated transportation system.

Despite the best efforts in the planning to ensure that the accommodation venues did receive a level of focus that they deserved, under pressure of time and budget, services such as logistics, IT and signage either delivered too early for the venues teams, or later than when required and in an odd case not at all. None of these problems caused any major headaches but were frustrating for the venue teams on the ground.

In addition to the management issues and communication issues between the delegations and the GOC in terms of definite numbers within their delegations, many of them also failed to confirm, in any reasonable amount of time, their arrival and departure times. The fact that this information came to the GOC very late left little time to explore the reasons for such early arrival dates for some teams and very late departure dates for other teams. Whilst it is recognised that the flight arrangements might have been related to flight patterns into Ireland, it is believed that other options could have been explored by the delegations to have their travel arrangements closer to the dates designated by the GOC. The number of delegations arriving or staying outside of the designated dates was much higher than ever anticipated and the GOC certainly did not expect to be faced with such a financial outlay at that stage in the planning nor did it expect to need to roster volunteers so far in advance and after the Games. Teams had been informed that delegations staying in Ireland before or after the specified dates would be expected to pay their own costs unless prior notification of difficulty was made to Special Olympics International, who in turn would come to a mutually agreed arrangement with the GOC with regard to financing the accommodation. However, only one team contacted Special Olympics International to request assistance with a late departure. Time pressures in the final three weeks meant that the GOC had not the resources to explore the issue fully and there was very little help from Special Olympics International on the matter, although there were some discussions held but no solutions. This is a critical area where the hospitality of the hosting GOC could be abused. Special Olympics International needs to play a more proactive role in this area.

The GOC found themselves in the most unfortunate position of needing to move delegations out of one of the accommodation venues on the first weekend of the Games and relocate them to a completely new building. This situation arose because of dissatisfaction amongst the delegations with the physical make-up and standard of this particular venue. The GOC had several meetings with the delegations to see if

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the issues could be resolved but quite quickly made the decision to attempt to find alternative accommodation for all of the delegations in the venue. This was the only venue for which complaints were received and, in hindsight, it really should not have been deemed a suitable venue by the GOC. Difficulties in trying to secure the required number of beds meant that the GOC did not have a choice in the matter as there was not a better alternative option available at earlier stages of the planning. The GOC had some challenges with the venue facility owners throughout the year to the Games when the GOC wished to carry out refurbishment works in the venue to try to enhance the facility, e.g. partitioning the large dormitories to separate males and females, and, painting of the building the venue owners originally were going to do the work themselves and then later gave permission for works to be done but then changed their minds. Fortunately for the GOC, permission to operate had been granted to a new university accommodation campus one week prior to the Games and as a result of earlier relationships with the university they were able, with an extremely concerted few days of construction, to offer the GOC the facility. The volunteers assigned to the original venue offered to move to the new venue. The lesson to be learnt from this experience is that contracts should be signed at least one year out and these contracts should details agreements reached with regard to refurbishment work to be carried out and by whom. Having said that, if accurate quotas of the numbers expected to attend had been presented there would not have been a need to secure the venue in the first place and it would have been easy to rule this venue out at an early stage.

An issue that arose during Host Town week that should be considered by future GOCs was the reluctance on the part of some delegations to arrive back in Dublin at their pre-appointed arrival time. Host Towns had organised events for the teams on the Friday that they were due to depart and the teams did not want to miss these activities. It should be decided and made very clear to both Host Towns and the delegations exactly what the position is with regard to their final day in their Host Town. Accommodation teams in Dublin, who had scheduled an arrival plan to facilitate a smooth check-in process on the Friday, found themselves in a situation where several teams arrived together and in fact many of coaches with these teams missed their first Coaches Meeting and Venue Walkthrough and some HODs missed the Opening Ceremonies Walkthrough. A clear policy decision needs to be made with regard to what is permitted on this final day in terms of Host Town activities. Some towns were also affected because the Torch Run Final Leg was running through their town on the last day it is easy enough to facilitate the small number of delegations that this might affect but then the GOC is dependent on the other delegations arriving earlier in the day.

Recommendations Special Olympics International needs to evaluate the allocations of sports competition quotas to the delegations and ensure that the allocations are more accurate in terms of realistic achievable quotas for the delegations to fulfil.

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Special Olympics International needs to ensure that the Programs have more support in the run-up to the submission of entry forms for their teams, to ensure a) that the Registration Forms are completed accurately and in full, b) submitted by the due date agreed by Special Olympics International and the GOC.

Special Olympics International needs to support the planning work of the GOC by adhering to the due date for receipt of Registration Forms and by not allowing delegations to continuously, year after year, continue to submit inadequate and late information and request several changes. The successful running of a World Games is seriously compromised by this continued disrespect for deadlines.

Special Olympics International need to get involved in helping the GOC with the early and late departures information and arrangements re payment of the accommodation cost for these additional nights.

Attempt to keep the number of venues used for accommodating the delegations to as few as possible.

Accommodation venues should be signed at least one year out from the Games, to include any commitments/agreements to refurbishment work. However, if there are several venues involved it would be advised to hold out on perhaps the weakest presenting venue until more accurate figures are received.

A clear policy on what activities may be permitted to take place in Host Town on their return day to central accommodation. Host Town and accommodation need to work to closely to put this policy in place early on.

Catering Findings Catering was an excellent operation during the 2003 World Games, very well planned and executed in all aspects. This success was due to a number of factors, most of all, to the successful management of the area by the FA Manager. The FA Manager came from a Hotel Management background and she had prior experience working in this specific area in Special Olympics Ireland s National and Regional Games. This experience served as a good basis for the much more expansive role that was involved in the 2003 World Games.

Catering was the best example of how an FA should operate to be successful. The Catering Manager recruited a team of volunteers, from the Hotel & Catering background, more than two years out from the Games. These were known as the Games Catering Planners. This team met regularly to progress the plan, with responsibility delegated to the individual members for different operations within the

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overall Catering plan. In this way, the team grew in knowledge and were fully aware of not only the Catering Plans but of the wider Games plans and hence were better able to anticipate issues that might arise and plan for the challenges. At Games-time, the FA had a nine-member strong knowledgeable team that supported each other and the Catering Volunteers on the ground. Having a Games Planning team as support, the FA Manager was able to delegate some of the tasks at each stage of the planning and despite this the FA Manager still had quite a lot to do herself. But, in contrast to many other FAs, the day to day work was more manageable and at Games-time there was a highly skilled team, each of which could have dealt with any issue arising in the Catering areas in most other areas the only one with knowledge of the overall plan was the FA Manager for the area, which meant he/she was in constant demand and worked very long hours. The creation of a volunteer management team around the appointed GOC person in a FA is possibly the one of the best recommendations that could be made to all future GOCs to ensure a better-run operation.

Catering were one of the few areas that evaluated fully the impact that every other FA might have on its operation and followed up with the relevant FA Manager to discuss needs and requirement or simply to establish if there were any dependencies between the FAs. This is what is referred to as taking fully ownership of one s area not waiting until the other FA identifies the need since this might not in fact happen at all. As an example of the length the team went to in an attempt to protect their own operation, Catering still insisted on recruiting their own qualified fork-lift driver so that their operation would not be compromised at any stage by pressures Logistics might be finding in other areas - this was planned despite the great working relationship they had with Logistics, both of whom worked extremely well together.

The warehouse operation in the Catering area is a critical area that must work well for the success of the entire plan. A detailed analysis of the space needed for the area was undertaken well in advance and they were able to quantify their needs accurately to Logistics. This extended to the space required in the sports venues for dry products and the space required to assemble the lunch packs (this took place in the sports venue). Catering also recruited their own warehouse volunteer team again reducing their dependency on the Logistics team but obviously working alongside them in the warehouse. All team members undertook the required warehouse training before entering the facility. All of this pre-planning gave the catering area much more control of their own operation and issues had been identified at a stage where they could be resolved.

Due to the high level of activity for Catering in the Warehouse, it was decided to base the Catering FA Headquarters in the building. This worked very effectively as the Catering Planners were on hand to deal with issues in the warehouse and issues in the venues via phone, fax and email. It is recommended that the Headquarters for the Catering FA be located in the Games Warehouse if facilities allow.

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Catering provisions for the volunteers is one of the areas that must be monitored closely throughout the Games. The 2003 GOC had this issue highlighted in the test event held in 2002, the National Games. The cost of volunteers meals were much more costly than expected and the expectations of what should be provided was higher than the GOC were planning to provide. With this information, it was possible to a) set the expectations of the 2003 Games volunteers from the early stages of recruitments and b) create a system that would control the meals issued. It is absolutely crucial that both of these steps take place if control of costs in the area is to be kept at their budgeted estimates. Despite assessing the requirements of the different FAs in the build-up phase, many late requests came for volunteer lunches in the two weeks prior to the Games. Fortunately Catering were able to respond successfully. Many FAs underestimated their requirements for this period and this should be borne in mind in future Games.

One of the major challenges for the Catering FA was to ensure that they had an adequate supply of lunches in each of the venues to cater for, not only the competing athletes and coaches taking part in competition in the particular venues, but also to allow for delegation members that might travel to a venue other than their own to support their team mates. Catering pre-empted any shortfalls in this aspect by approaching each Head Coach in each venue every evening to ascertain which venue they might travel to the following day proactively sourcing the information in advance. The information gleaned from the Head Coaches was emailed through to the Catering Head Quarters each evening and the overall dispersion of participants was recorded. Once recorded the numbers for sandwiches was faxed through to the supplier that evening ensuring adequate deliver of quantities of sandwiches to each venue. This system of tracking allowed Catering to be organised and it gave the participating teams the flexibility to travel to any venue to receive their lunch. This information could also have provided statistics for transport for the following day but they opted not to use it. This tracking was a critical contributing factor to the success of the Catering operation and is recommended as a must-do activity for future GOCs as there will always be several sports venues where lunch will need to be distributed.

Health & Safety Management is an obvious critical concern for any catering operation. Health & Safety training is a must for any volunteers working in the catering area especially as many of them will not necessarily be coming from a catering background.

A policy decision had been made, in agreement with the FA Manager and the companies involved in supplying the service, that bus drivers, who were not volunteers as such but employees of the companies, would not require lunches at the venues. However, many of the individual drivers expected and demanded a lunch meal to such an extent that the volunteers were experiencing difficulties on the ground dealing with the complaints. The situation began to escalate quite quickly and the GOC changed its policy on day three of the Games. This problem could have become

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a serious one for the GOC had a decision in their favour not been made even though their companies insisted they did not expect lunches to be provided. In hindsight, it was practically impossible for many of the drivers have sufficient time to get lunch off-site as their schedule was very demanding. It is recommended that consideration be given to incorporating the supply of lunch to the drivers into the supplier contract and agreement made re recouping the costs involved.

The Catering FA s operation was challenged to its foremost during the week after the Games. Since the identification of the teams remaining in Ireland after the official date of the Games was not clear before the Games started, Catering came under huge pressure to make arrangements for that week in terms of food product and meals and also retaining enough volunteers to support.

Recommendations Future GOCs should adopt a volunteer management team structure similar to that in the 2003 Catering area also 2003 Medical so that the workload is reduced, delegated and shared and the outcome is a very knowledgeable experience team by Games-time as opposed to a single individual managing the entire operation with newly-recruited volunteers at his/her side for support.

Lunches should be provided to the bus drivers not advisable to upset this group of individuals.

Venue Integrations & Operations Findings The Venue Integration & Operations (VIO) area sat in Operations for the 2003 GOC and worked extremely effectively to co-ordinate cross-functional planning & integration. There was a full-time person appointed whose brief initially incorporated venue planning, construction, cleaning & waste management. The Sports Department had eight full-time staff whose role was to manage both venue planning and sports- specific planning. These eight individuals worked very closely with the VIO General Manager and although it worked satisfactorily for the first year and the eight individuals acquired an in-depth knowledge of the sports needs, FA needs at venue- level and knowledge of the venue, it became apparent after the test event that the workload was much too great for the situation to continue in the way that it had been structured. Each area needed dedicated staff to progress their more detailed operations. With the re-organisation of the Operations Department and the appointment of three Assistant Directors of Operations, one of them being the VIO GM, five individuals were transferred from Sports to Operations to become General Managers, Venue Operations and two further individuals were hired this resulted in a team whose sole purpose was to develop and integrate the venue plans and venue teams. Sports hired additional staff and the two teams of individuals were

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encouraged to pair off and work closely together on their common sports venues. A recommendation for future Games Organising Committees is to set this area up as a department in its own right. The work undertaken spans the entire GOC and this new department could be the tool for the driving for integration and cross-functional aspects such as Policies & Procedures.

The early stages of the Venue Planning were consumed with venue design a necessary task but one due to time involved detracted from other Venue Operations areas. Attempting to drive venue planning in a situation where the team sat in the Sports department and where all of the architects needed to be recruited to work free- of-charge was time-consuming. The fact that some FAs, such as IT and Logistics, did not appreciate the necessity for integration at the very beginning of the formation of plans meant that the process, whilst very effective in most other areas, had to be revisited in these key areas at a later stage when decisions had been made that were difficult to reverse, resulting in less favourable solutions. It is critical to get support from all FAs at the very start of the design process especially FAs such as procurement, logistics, IT, Event Services, Safety, Construction and obviously sport. Part of the challenge of getting support is to get the FA to appreciate from the start that they cannot work in isolation and that they need to appreciate the overall venue operation in order to see how their area can integrate into the plan effectively, from their viewpoint but also in light of the needs of all other FAs.

It is very easy to allow the venue design phase to be driven by the needs of the sport whilst these needs are critically important more consideration should be given to the requirement of other key FA areas in the planning at this early stage as they could in fact have a negative impact on the sports operation if not addressed. For example, the location of computers for the running of the Games Management System (the software that manages the sport) might not work from an IT perspective or the location of the merchandise stand might end up being in an area where queuing is difficult to manage. Attention must be given early into what storage requirements are needed for areas such as Merchandise and Catering and whether access to this storage is suitable and easily accessible to the function at the venue.

Arising out of the difficulties experienced by the 2003 GOC with guests and media not checking in on arrival it is suggested that locations for these areas be quite close to the entry points if the venue spaces permit.

Initial selection of sports venues is a critical task that should be undertaken by individuals not only with a sports background but also by someone who has an operational focus and understanding of the wider venue operations. It is crucial at an early stage to get the full support of the venue, especially in situations where the venue will not be exclusive to the GOC. Venue Hire Agreements should be worked out very early so that there is full understanding of what is expected of the venue owners and what will be the responsibility of the GOC. Early negotiation of the

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Venue Hire Agreements also allows commitments to be made by either side in relation to refurbishments and improvements on the facility and allows time for these to be undertaken well in advance of the Games. The 2003 GOC were slow to get these signed but very lucky with most venues as the venue owners gave tremendous support to the event. However, there were a few venues where issues arose quite late in the planning and put the GOC under huge pressure to rectify and find solutions.

One of the biggest challenges that the VIO team had was to gain ownership of the venue plans early enough to influence plans for the better since they became experts on the venue and the issues each venue presented for each FA. The team also believed that they were not seen to have the authority to suggest changes and debate decisions made by the FA. This was primarily due to the fact that the Venue Integrations & Operations area was not established in its own right until September 2002, at which time the FAs had been dictating the plans and were the holders of the information. Some FAs did not view the role of the GM Venue Operations with the respect and authority that they should have commanded. It was always the intention to change the planning focus from being FA-driven to being venue-driven and this had been communicated to all of the GOC but many FAs continued to maintain a firm hold on all plans at venue level. Insufficient human resources or late appointments in some areas contributed greatly to this situation as many FAs had not got around to thinking of the specifics of their operations on the ground. The VIO team worked tremendously hard to get the FAs to think operationally and many FAs would not have had such successful operations if it were not for the focus of the VIO team. The challenge for Games Organising Committees is to get each FA to reach a point where they began thinking and planning with an operational focus and to be prepared to allow the Venue Operations team to recommend and negotiate for more favourable decisions with regard to the venue FA operation if the situation arises. The Venue Operations GMs should own the venue plans and the FA should support the venue planning and not feel threatened by having individuals questioning and suggesting changes to the plans that they devised.

It is necessary that each FA appoint someone who can focus on the venue-specific operations in their FA from about 15 months out from the Games, as the FA Manager will have other high-level tasks to focus on at critical times when detailed venue operations will need attention.

The Venue Organisational Model put in place for the Games was extremely successful and was able to be implemented across all of the Games venues. This led to huge clarity of roles and consistency in the planning and facilitated training needs since the Core Venue Team was a focus for the VIO department which allowed them to train this specific group on the wider integration aspects of the venue and the Games. Recruitment by an interview process was effective in ensuring that suitable individuals were chosen. The VIO department devised a comprehensive training plan for not only the Core Venue Team Members but the also for the key Venue FA Co-

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ordinators and this was very effectively and enthusiastically implemented by the VIO team and much welcomed by the venue volunteers. It is recommended that this model for Venue teams be adopted by future GOCs as it worked so effectively in 2003 World Games.

There were two key areas that the 2003 GOC did not focus enough energy and time on namely Venue Emergency Response Planning and Venue Contingency Planning. It is recommended that the Venue Operations Department be assigned ownership of these crucial areas and work on the plans with support from FAs such as Event Services and Safety. Part of the reason the 2003 GOC did not focus enough on these area was due to lack of resources available to dedicate time to them it was not because they were not identified as critical. Emergency Response Plans were also being driven by the Safety FA who did not have time to focus sufficiently on each venue early on in the planning, which resulted in late compilation of the plans and late training of the volunteers. To ensure better training and also to give the volunteers a higher comfort level it is critical that these plans are in place and simulations carried out in the specific venues at least two to three months out from the Games. This will also involve getting an early sign-off from the Statutory Services so that the plans are approved for onwards training. Contingency planning should be a function of the Venue Department as most activities take place in venues.

Recommendations Set up a department called Venue Operations whose role would be to drive the planning, integration and operation of the venue plans.

Venue Hire Agreements should be negotiated and signed at least eighteen months out from the Games.

Educate all FAs on the need for their involvement in the very early venue design stages understanding the need for integration of the FAs at venue level is not something that each FA manager will understand automatically when they come on board first.

Ownership of the venue plans is passed over the Venue Operations team at least nine months out from the Games.

Use the Model Venue Organisational Structure that 2003 GOC created and implemented so effectively.

Responsibility for Emergency Planning and Contingency Planning should be assigned to the Venue Department, with support from Event Services and Safety in the compilation of the plans.

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General Comments on the workings of the Operations Department Structure and Composition At the very start of planning there were many FA areas designated to sit in the Operations Department almost any that involved an operational planning perspective. Areas such as Accreditation, Airport Operations and Communications that later transferred to other departments, were all originally in Operations. Whilst all of these areas are very important operationally and could easily remain in the Operations Department, they can work effectively sitting in other departments with an effective integration programme in place. The only area that is definitely recommended be located in Operations from this list is Communications Operations. The Operations Department had several large Functional Areas within its remit and all of them had the need to interact with every other FA and most of them had to plan for a 24-hour operation during Games. These areas were Transport, Catering, Accommodation, Event Services, Safety & Risk Management, Medical, Logistics and what originally started out as Construction, Cleaning and Waste Management developed into Venue Integrations and Operations and plus all three of the aforementioned areas as well. Venue Integration and Operations is an area that it is recommended be set up as a department in its own right. The key challenge from the start of 2002 18 months out from the Games was that each FA area had only one individual working on the project and the workload and demands from other FAs within the GOC and from the VIO team started to increase dramatically. For many FAs they continued to be the only full-time staff employed in the area up until the October 2002 to January 2003 stage of planning. The FA Managers in all of these areas were under great pressure during 2002 to keep up with the work and deliver on milestones and some of them such as the VIO and Safety individuals were compensating for lack of a full-time appointed individual to oversee other critical areas such as Construction, Cleaning and Waste and Insurance. Whilst the understanding of the brief for Operations was always present, the human resources to ensure the plans progressed were not available early enough to reduce the pressure and workload on all of the Operations Department and this was single biggest issue for the department throughout the planning stages. The timing of the test event stretched the resources to their maximum and helped to highlight the urgent need to recruit additional staff to the department.

In July/August the GOC undertook a major review and the decision was made to split Operations into three distinct areas managed by an Assistant Director each of which reported to the Director. This was a very successful restructuring, especially when the Operations Department were so actively involved in driving other Games-wide issues that are outlined a little later, e.g. Games Co-ordination Meetings and Policies & Procedures. The Operations Management team consisting of Director and three Assistant Directors ensured that specific focus was maintained on the individual FAs whilst allowing for additional work to be undertaken by the team collectively across the GOC. Having stated that the structure worked effectively for the 2003 GOC, it is not recommended as a model going forward. The Operations Management team is

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suggesting that a different approach is taken which is outlined in the recommendations later on simply that some of the areas that were in Operations for 2003 be re-organised into different departments in their own right and other responsibilities and other FA areas incorporated into them. Whilst it might increase the number of departments within a GOC, it is believed that the new proposed structure will better serve the Games Organising Committee. See Section 9.

The Operations Department in the 2003 GOC had 53 full-time staff by June 2003 as compared to 13 staff up to the start of September 2002. The majority of the staff were hired in the final nine months of the Games Planning. It would be recommended that additional staff be hired much earlier in the process (see Model for Proposed Start Dates for staffing Section 3.6) and even though this will incur more financial costs in the two or three years prior to the Games, the net cost to the GOC would be significantly less because in the later stages it is necessary to hire in specifically experienced individuals which will come with a higher price. More progress would be made in the FA planning too allowing for focus to shift to venue operational planning at least nine months out from the Games.

Games-wide roles undertaken by the Operations Department Since successful Venue Operational Plans depend on the integration of all FAs at venue level for whatever type of activity is taking place in the venue, e.g. sports, accommodation, entertainment, Airport Arrivals, etc., it is critical to have focus on the integrations aspect from the very start of GOC planning. The 2003 GOC were successful in creating a very high level of integration and communication from early on, though the process was not always supported by every FA. The Operations Department started the integration process initially through DESIGN PLANNING MEETINGS, preceded by a briefing and overview session with the entire GOC staff on the Design Phase and interdependencies. Whilst the venue design meetings facilitated a certain level of integration, gaps were identified in terms of understandings, interdependencies and simple lack of knowledge of the work of other FAs and lack of finality on who was actually responsible for what , i.e. the boundaries of responsibilities between FAs. In an effort to bridge the gaps, the Operations Department hosted a series of workshops called FUNCTIONAL AREA INTEGRATION MEETINGS (FAIM) where broader topics, where gaps existed, were explored more fully and firm decisions made and ownership of responsibility confirmed in most cases. These meetings were the only forum in which all GOC FA Managers were able to come together to discuss issues collectively and they were successful and were welcomed by the FAs. These helped to bridge many gaps before the 2002 Special Olympics National Games, which were the test-event for the 2003 GOC.

Following on from the GOC Review in August/September 2002, post National Games, another series of integration meetings were held, called GAMES CO-ORDINATION MEETINGS. In contrast to the FAIM Series, where topics or FAs were the agenda items, at

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the Games Co-ordination Meetings the agenda and discussions focuses on examining each of the different constituent groups: Athletes, Coaches, Officials, Guests, Families, etc. but also had sessions devoted to some key operational areas, such as Command & Control, Procurement & Logistics, Accreditation or activities such as Opening and Closing Ceremonies and Airport Operations. Unsolved issues Open Issues were assigned to particular individuals to follow through to decision stage, and, at subsequent meetings the prior open issues were publicly closed and communicated to all in attendance. Feedback from various FA Managers and Venue Operations GMs indicate that these meetings were extremely successful at pulling all areas together to a conclusive decision and that they also served to educate all GOC staff on plans that would impact on their own FA. They proved most enlightening for the Venue Operations GMs, who were not always aware of what individual arrangements that FAs had made between themselves. There were challenges with organising the sessions a) from an administrative perspective due to time pressures it was decided only to record the Open and Closed issues discussed at the meeting so no formal minutes as such were recorded and it proved difficult to get the time to update the resolutions on a continuous basis on the server and b) as a result of not having time to properly document and communicate all resolutions to the Open Issues , staff that did not attend the sessions lost out on valuable information. Minutes for all sessions should have been made available to ensure effective communication but individuals were under a lot of pressure in many areas.

The fourth key set of meetings held to enhance the planning process and to integrate the planning were the FUNCTIONAL AREA OPERATION PLANS REVIEWS. These took place in January and February 2003. These were undertaken by the some members of Operations in conjunction with other department directors and the project manager. Whilst they were time-consuming for all involved, they did pinpoint the remaining gaps and served also to highlight the need to focus on how each FA would operate at Games time both at venue level and at GOC level, stressing the need for clear policies and procedures in their operations.

The final series of meetings took place in March and April 2003 and these were the POLICY AND PROCEDURES SESSIONS. FAs worked individually to initially devise their own polices and procedures and to liaise with whom they believed were stakeholders in the process. When drafts of all of the policies and procedures were ready, different workshop sessions were held to which relevant FAs were invited, and the policies and procedures were analysed one by one by the FAs. These sessions were finalised very late for many of the venue teams who would have preferred to have received the information much earlier that two months out from the Games. However, once they did receive the final folder of Policies and Procedures they were delighted with the qualitative information contained within the folder. For many volunteers these policies and procedures served as the nuts and bolts of the Venue plans. These Policies and Procedure sessions are well-worth doing and should be preferably finished with four months to go.

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The several different types of sessions outlined above helped immensely in the integration process but there are a few comments worth noting. a) Not all FAs attended all sessions mainly due to pressure on their own time from other angles, e.g. external agencies. Since they were often the only individual within an FA and they often decided to prioritise their own work losing out on important sharing of information. The meetings should either be set up as compulsory or a list of absolutely essential FAs listed that must attend. The preference is for compulsory attendance to achieve this, the FA might need additional staffing at an earlier stage and the GOC Project Plan needs to highlight the timing of the sessions and workload involved. With pre-planning in advance, it would allow the FA to organise his/her time to ensure he/she is free to attend. Quite often too, it is the FAs that might be deemed to be not as critical that will eventually be the FAs that cause the most headaches closer to the Games because they have not been scrutinised for operational planning at the earlier stages. b) Without a doubt, the Operations Department benefited hugely from the different sessions. It is acknowledged that the department had most to gain from the processes set up. However, it should not necessarily be the responsibility of the Operations Department to undertake the preparation, organisation and follow-up tasks that are associated with the sessions. It is recommended that this responsibility fall within the remit of a small team of individuals, who the 2003 Operations Management Team would recommend would work as part of a project management team, and who in turn would report to a Chief Operations Officer. In this way the Operations Department would not need to divert much-needed resources that are required by its own FAs within the department. With a project management and integration team working under a Chief Operations Officer it would allow for greater credence to the process and would allow all of the work to be incorporated into everyone s project plan from an early stage.

A final point that may help future directors of large departments is to be aware of the amount of time needed to recruit individuals to each of the full-time positions that are created. This took an inordinate amount of time, especially when many of them were hired so close together and close to the Games. A commitment from the GOC to agree to hire key staff at designated dates will assist in managing the time involved in the recruitment process. Obviously, the more staff within a department the more time demands that will be made on the Director no matter how well the Games planning is going staff issues, concerns, needs and fears will always exist in workplaces. Human Resources management is a big task for any department director.

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5. Key Events for the Department (e.g., announcements, launches, Test Event, Seminars, training)

5.1 Events 2002 Special Olympics National Games (2003 Test Event) *Refer to Director of Operations After Action Report on these Games some key lessons were learned as a result of these Games see comments in the After Action Report.

5.2 Recommendations Running a test event which incorporates all of the sports, albeit on a reduced scale, is well worth the challenges it might bring. Care should be taken in deciding the timing of the event whilst one year out leaves a lot of time for re-working the plans, if other areas such as volunteer recruitment are not up and running very well at this stage, there will be an enormous workload on each FA. Perhaps it is worth considering September as an option with the venue teams fully recruited at this stage.

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6. Dependencies

6.1 Internal Dependencies

The Operations Department was pretty much dependent on every other single FA in the GOC as its role was primarily to support all of the Games events. Operations needed information from all the other FAs in order to determine the plans, level of service and structures that Operations needed to put in place. Hence times were challenging when information was not forthcoming or available or plans not finalised. The type of information required from the other departments varied from information on space requirements in the venues, FF &E needs and numbers attending in each constituent group to aspects such as their proposed operating plans, schedules for events and for groups/individuals, and timetables. The following summaries the main interdependencies between Operations and each of the other departments, apart from the common elements such as venue fit-out requirements in all areas and general operating procedures, etc.

This section will be followed by a more detailed look at some of the higher impacting dependencies that Operations experienced.

Operations Department s Internal Dependencies

Sports & Sport specific venue needs space & equipment Competition Timetables sports events, clinics Officials catering &transport International Confirmation of delegation numbers Services Arrival & Departure info from delegations Accreditation entitlements re access to areas & services Support Services & Numbers of families attending Volunteers Family Events & Family Centres, Catering & Transport needs Volunteer Recruitment, Training & Rostering Communication channel for Host Towns re Medical, Safety & Transport issues Business Operations It infrastructure to support communications IT for Operations IT packages/databases Finance budget approval and finance process Insurance & Legal support Fundraising Securing cash linking with potential suppliers of Operations areas VIK

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Special Events Guest Numbers, arrivals & daily schedules Guest needs re security arrangement, transport, catering Athlete Entertainment plans transport, catering, safety & security Special Olympics Town space, fit-out, access, etc Ceremonies Parade arrangements transport, catering, access Construction requirements Communications & Sponsor relations Marketing Signage - design & implementation Publication of documents Merchandising reliance on logistics & warehousing

In this next section, it is hoped to highlight the key internal dependencies that had a huge impact on the workings of the Operations Department. It should be stated that in some cases, the same implications would have been felt by other departments but for the Operations Department the impact may have been more serious as the inter-dependencies that have been identified either added significantly to the work Operations had to do; or, the Operations Departments FAs were unable to finalise their plans as the other internal dependents did not have the information required available to Operations or indeed to themselves; or, they simply had not completed their plans. Many of the comments made below do not reflect inadequacies on the particular department or FA but more on the common issue across all FAs limited human resources.

Chief Operations Officer (COO) The 2003 GOC did not have a Chief Operations Officer but it is recommended by the Operations Management Team that this should be a definite role within any GOC. The CEO for the Games managed both roles very effectively but was reliant on the Directors to highlight issues that were arising which to a large extent did happen but there were issues that could have been addressed earlier if there had been an individual whose role as Chief Operations Officers was to be the Games-wide operational driver of all of the departments. He/she would be the project milestone setter, decision maker and driver of the integration on an ongoing basis and be responsible for day-to-day active interaction with the directors. The CEO role in itself is an extremely busy one and has a highly pressurised workload he/she deals with the corporate issues surrounding the Games, deals with the high level issues such as government relations, board relations, sponsors, funding, etc. and is the Face of the Games . The CEO does not have the time to nor should he/her need to get involved in the day-to-day operational details of the planning but there is a need for someone to be monitoring the work of each department and ensuring the plans are progressing and that decisions are been made having considered the impact or implications on other departments. Difficulties arise quite often where the plans are being made by one department, whilst being ideal for the solution to their issues or to

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enhance their plan, may actually have a contra-effect on another department s work. In these circumstances, an independent adjudicator with a broader-based focus is required to step in to resolve disagreements and make a final decision.

One of the main things that the Operations Department Management Team discovered throughout the planning stages was that whilst individuals in the other departments were creating fantastic plans and coming up with great ideas all of them very feasible the individuals had not worked on their plans to an extent that they were certain that they were operationally sound plans on the ground. It was for this reason that the Operations Department pushed for the different types of planning and integration meetings and also reviewed and discussed their FA Operating Plans to get the individuals to think the plans through to day-to-day, hour-to-hour operations. It is a strong belief that there should be a Chief Operations Officer appointed and that he/she should be supported by a small team of individuals who would work on the project management plan and an individual appointed to be the Games (internal) Communications/Information Officer. In this way the ongoing planning would be monitored more closely, decisions made faster and information and decisions communicated to all in the GOC as needed.

Volunteer Services One of the most critical internal dependencies for any department is without doubt Volunteer Services. The Volunteer Services department did a fantastic job in recruiting, training and managing the volunteers. The Operations Department would have the highest needs in relation to volunteer numbers, some of the less-attractive roles Cleaning & Waste, Logistics and many of the FAs were operating from 18 24-hour days. Hence the reliance on Volunteer Services was huge. Unfortunately for the 2003 Games, the Volunteer Services area was not as highly staffed as it would have liked to have been - with the knock-on effect that the Operations departments ended up doing an awful lot of work in the volunteer area. Other departments did as well but the sheer numbers required and the shifts to be covered in Operations meant the workload was extremely large.

Volunteer Recruitment/Assignments and Training For many FAs, the time spent on this aspect had not been planned for as it had not been evident in advance just how much they would be expected to do. One of the methods employed to successfully manage the limited staff in Volunteer Services and to manage the project was to assign a staff member from Volunteer Services to each department. This was a fantastic support in that the department had the expertise on that area working with them and the workload was reduced somewhat but not sufficiently for the FAs not to be under pressure in the area. Therefore, it is recommended that either Volunteer Services be assigned a sufficient number of staff to manage 90% of the project and link with the FAs for the other 10% - the FA will always need to input into volunteers re recruitment and training and/or assign a Volunteer Person to each FA. One per department is not enough.

Jo Mc Daid Page 87 of 111 2/12/2004 Volunteer Numbers The 2003 GOC had some issues in relation to the assignment of volunteers to areas in advance of the confirmed numbers required for each area being finalised. This resulted in volunteers needing to be re-assigned to other areas where the numbers required had not been met. One of the biggest issues from the Operations Departments perspective was that there was a belief that numbers were much too high in some of the areas and that space would become an issue, as well as attrition, if volunteers were surplus to needs in the early days of the Games. It is recommended that Volunteer Services would, as part of their brief, undertake a Dot Planning Exercise to establish very early in the planning the exact numbers required in each FA and to ascertain the tasks that these individuals would be required to do to ensure that resources would be maximised. The Director and Assistant Director of Operations got involved with Volunteer Services in meeting with the individual FAs and this was successful in establishing where and how tasks could be combined, staggered or rotated, hence reducing numbers but this impacted greatly on the time of the individuals involved in analysing the numbers.

Volunteer Rostering It would be ideal if the rostering of volunteers could be done centrally at an early enough stage whereby the rosters could be checked at venue level by the co- ordinators of each of the FAs and modifications then made manually as needed up to a certain point in time. However, this is a complex task and one that needs to be well underway eight months out. Many of the FAs that were identified as areas that would be rostered centrally expressed dissatisfaction with the process and spent more time trying to rectify the rosters as a result. Some individuals ended up being rostered for just one day and decided not to volunteer as a result. The general belief was that it was better to hand over the rostering to the co-ordinators at venue-level when the venue assignments were made.

VolunteerTraining Volunteer Services did a fantastic job on Volunteer Orientation Training and in ensuring high standards and consistency in the Job Specific Training Sessions. However, the one area that was not standardised across the GOC was the training that the Venue FA co-ordinators received. Seeing as this group were the key people to implement the plans at venue level, it would have been desirable to set clear standards and define the minimum number of sessions for this particular group. In some cases, an FA only completed one job-specific session with all of their volunteers with no additional sessions for the co-ordinators. This lack of training became very evident when the Venue Teams began to meet where it was obvious that some co-ordinators had not been fully briefed on their roles where as others were very well informed. It is strongly recommended that Volunteer Services would insist on at least three training sessions for the people that will manage an FA in a venue and monitor this training to ensure it takes place.

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Volunteer Job Titles Volunteer job titles should be decided at an early stage the decision on the number of management levels and titles of each should by made by Venue Operations, in conjunction with Volunteer Services.

Project Management Operations were very dependent on the project manager and project management as a method to monitor the project to ensure key milestones were met. Mapping out the milestones certainly helped to focus individuals in planning ahead and to consider the workload involved in completing each of the tasks to meet the milestones. There was however, more in the early stages than later on, an over-emphasis in understanding the software package and the IT skills required to manage it. This challenged a lot of individuals from an IT perspective and to some extent detracted from the main point of the exercise, monitoring the project. The task of recording the completed milestones was too onerous a task for some and was abandoned by many on an individual basis, resulting in only the high level milestones being tracked. As time progressed the focus shifted correctly to focus on the planning rather than the technology and this is recommended as a better focus.

Whilst Project Management captured the key milestones on the Microsoft Project Programme, the project management aspect did not capture the time and effort that would be required to complete the milestones. It did not capture the impact that a milestone in one department would have on each of the others. In many ways, departments set their own milestones and hoped everyone else would deliver what they needed to them so that they would reach the deadline set this took no cognisance of what the other FAs might have planned to do in their own area. It is believed that more work could have been done to ensure the interdependencies within milestones were captured and communicated to all FAs. It is suggested that the FAs are brought together frequently to be briefed on the upcoming milestones and to allow the FAs that have major interdependencies to outline just what these are and what the expectations on other FAs might be.

It is recommended that if this is to be done effectively then it would require more than one individual to be working in Project Management. The Operations Management Team would recommend that a small team of 2 or 3 individuals with project management skills be hired to co-ordinate the work involved and to monitor the progress by meeting and consulting with the FAs on a regular basis and updating the IT package as necessary. This would reduce the need for the FA to become adept at managing the IT aspect of the plan, reduce the time taken from their already huge workload but also ensure that there is ongoing active management of and communication on all plans. The project management team should report directly to the Chief Operations Officer.

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In addition to the project management team, it is also recommended that a Communications Officer be appointed to ensure that an appropriate level of communication is delivered to all FAs this person would supplement the work of the Project Management Team but would also be responsible for filing and storage of information in a clear and easily accessible manner and the management and distribution of information generally internally within the GOC.

Finance The Operations Department had by far the largest budget of all departments and due to the way in which Finance were structured and the fact that Procurement ended up sitting in Operations the department ended up a serious amount of paper-work in order to comply with the procedures set down by Finance. In hindsight, it might have been prudent to appoint a finance person specifically to Operations. The Executive Assistants did undertake to manage the paperwork which resulted in much of their time being consumed in this area and this detracted from the day-to-day support that they could give to the department. It is certainly believed that much of this process could have been streamlined much better had a Procurement person being hired earlier and a proper procurement division set up this division could then be responsible for following through from decision to purchase, generation of Purchase Orders, to receipt of invoices and finally payment linking with logistics for delivery details. For the 2003 GOC any individual could generate a Purchase Order it needed the approval of the Director and despite the best efforts to ensure that Purchase Orders were generated before orders were placed, it not always happen in that sequence creating issues when invoices arrived without the Purchase Order approved. The fact that the GOC were located in three different buildings did not help in the flow of paperwork with items going astray for a few days. Even when the correct procedure was followed, Finance had their own system in place re payment of invoices and very often the suppliers would be ringing looking for payment from the FA Manager who at this stage had handed over to Finance, who in turn might not have yet processed the paperwork. There were just too many people involved in the process, all of them with a little knowledge of a little part of the process.

Another challenge that arose from time to time but improved as the Games came closer was the lack of understanding on the part of Finance on the products, services and items that a department needed to purchase or hire. The 2003 GOC managed to secure a lot of sponsorship, VIK and voluntary time and effort but there were several areas where the GOC, having explored all options and received at least three quotations, just needed to be prepared to pay for whatever was required. It would have helped if either a) finance had a better understanding of the needs in each area or b) finance or procurement, as a division, were more involved in the efforts to secure the best deal In this way once the decision to spend was made it would not need to be questioned further.

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Legal and Insurance The 2003 GOC secured the services of two companies to provide advice on legal and insurance issues. Each of the companies gave a tremendous service to the GOC but several times throughout the planning there were occasions when answers to queries were needed faster that the companies could deliver this resulted in issues not being solved until the advice was forthcoming. There was also a dependence on the individual FA or Director to always identify the need to seek advice on legal matters or on insurance issues. It is recommended that both of these resources be available full-time in-house from when contracts are being negotiated and signed off. The 2003 GOC had several quite serious insurance issues still unresolved a few weeks before the Games which if an individual being able to focus full-time on the needs of the GOC as opposed to doing it along with his/her paid job these would have been resolved earlier.

Information Technology The Operations Department had huge interdependencies with the IT Department especially in the area of venue design and fit-out. Unfortunately IT were one of the areas that did not get as involved in the integration process as was required and this resulted in uncertainty in relation to what could be delivered from an IT perspective and how this would fit in with the rest of the space allocations that had been made. When it came to the construction and fit-out in the venues IT were making their own arrangements with their suppliers and there were challenges trying to get the programme of works co-ordinated so that the appropriate work could be carried out at the appropriate time. It is for these reasons that the Operations Department Management Team would recommend that IT would sit in a department with Procurement, Site and Logistics ensuring all of these areas integrate amongst themselves but there is also a much higher likelihood of a better overall integration for IT in the GOC that might be achieved having IT sitting in the Business Operations Department, as it did for the 2003 GOC. It was in a very isolated position in this department where most of the focus was on the day-to-day management of the business as opposed to Games-time. It is also suggested that IT might be broken down into Office-IT and Games-IT where there would be a distinct group of individuals assigned specifically to each area managed by an overall IT Manager. The demands of the day-to-day office IT support and operation is in itself an enormous task and for 2003 GOC, having three locations added to the workload. Very often the day-to-day pressure to ensure staff can use their PCs, new PCs being set up, etc. can detract from the more long-term planning for the IT Games Operations on which all other FAs are very reliant. The pressure on the IT division is enormous and needs to be resourced sufficiently if all areas are to be serviced efficiently.

Guest Services Guest Services is a challenging area for those involved in devising and implementing the plan as they seem to encounter many difficulties along the way establishing what guests might be attending and getting confirmations. Due to the high profile of many

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of the guests it is also difficult to ensure that they comply with the policies and procedures set down by a GOC. Indeed Special Olympics International personnel do not appear to be willing to comply with GOC policy either. These factors leave the Guest Services area exposed and, as experienced in the first few days of the 2003 World Games, it left the venue operations plans exposed too. The single biggest challenge is getting confirmation of who will attend the Games? and when will they arrive in the country? and, on arrival where will they visit and when? In other words, it appears to be difficult to complete a schedule for each guest. From an operations perspective, lack of this information and lack of communication on the guest visits and co-ordination leaves the venue team with little to work on and more often than not, the guest is in the venue with media and crowds around him/her before the venue team know what s happening. It is strongly recommended that Special Olympics International and the GOC Guest Services develop a very clear policy and procedure for the notification of guest visits and clarify the needs of the guest in advance. It is also recommended that an examination of the key roles and interest areas of the guest is undertaken so that the correct accreditation might be issued in relation to which zones the guest needs access to and this entitlement should then appear on the credential. The different categories of guest should be reduced to facilitate easier operations for the Event Service staff that will be monitoring the access points.

It is essential to put in place a security and protection plan for high level guests regardless of whether confirmations are received or not. This was a failing on the part of the 2003 GOC Guest Services and Operations areas Guest Services had responsibility for devising these plans with experts in protocol and with the police force, but unfortunately appeared to wait for specific confirmations before working on the plan and even then there was certainly no communication to Operations on the plan. The Operations Department should have monitored this more closely but being under pressure in so many other areas hoped that the plans were proceeding an error in hindsight. Specific training needs to be given to the venue teams and to the Event Services Teams in particular on how to manage the visits of high profile guests and the media interest surrounding the visits.

6.2 Recommendations Appoint a Chief Operations Officer (COO) who would be responsible for the Games-wide operational planning, setting the major milestones, driving the plans and making decisions on operational issues as they arise.

Assign sufficient staff to the Volunteer Services area so that other FAs do not end up spending an inordinate amount of time with this aspect of their own planning. Alternatively, and possibly a better recommendation, is to assign a Volunteer Services person to each FA.

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A dot-planning exercise should be undertaken by Volunteer Services in the very beginning to establish an accurate count of the volunteer numbers required.

Volunteer Services should play a larger role in ensuring that the people that will manage an FA in a venue receive, at the very least, three comprehensive training sessions from their FA Managers.

Venue Operations should decide at a very early stage how each position in the venue team is going to be named in conjunction with Volunteer Services and ensure that the integrity of this is maintained across all FAs through the Volunteer Management System (VMS) if such as system is in use.

Interdependencies within milestones should be captured and communicated to all FAs in a way that will allow them to have a better understanding of the workloads involved in not only meeting their own milestones but delivering what is required to other FAs for them to meet their too.

A team of two or three people who have project management, process development and facilitation skills should be recruited to manage the project plans and to report progress directly to the Chief Operations Officer.

It is recommended that an Integration Officer and a Communications Officer be appointed to work on internal communications within the GOC working alongside the project management team, reporting to the Chief Operations Officer.

Insurance and Legal support should be available full-time within the GOC full- time could mean two definite days each week but these should be treated as functional areas in the same way as others.

It is recommended that IT sit in a new department alongside Procurement, Site and Logistics See section 9.

It is suggest that the IT brief be clearly broken into two distinct areas Office-IT to support the GOC Company and its employees and Games-IT - to plan the IT operations for the actual Games.

It is strongly recommended that Special Olympics International and the GOC Guest Services develop a very clear policy and procedure for the notification of guest visits and clarify the needs of the guest in advance.

An examination of the key roles and interest areas of the guest is undertaken so that the correct accreditation might be issued in relation to which zones the guest needs access to and this entitlement should then appear on the credential.

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Reduce the categories of guest/observer/programme staff, etc. to facilitate easier operations for the Event Service staff who will be monitoring the access points

A security and protection plan should be put in place for high profile guests and responsibility for this should sit in Operations.

6.3 External Dependencies

Contracted Companies The major contracted company for the Operations Department was one of the bus companies who were contracted to supply the vehicles. Many difficulties arose throughout the first two years and indeed until quite close to the Games. The key issue was that one of the companies believed it should be totally in charge of everything in transport and whilst this could have been feasible, early indications of the understanding of the total project were not encouraging nor was their vision on how the overall management of the area should be organised acceptable to the GOC. The company brought much pressure to bear at different levels throughout the planning phase and much credit is due to the board chair of operations who interceded on behalf of Operations to ensure progress with the company. A lot of time and energy was expended working with the company. The company performed superbly at Games time, which was always acknowledged they would but early discussions were certainly challenging.

Two issues that added to the problem experienced were that the GOC proposed to contract both a public and a private operator. Naturally, there was reluctance to this idea. The other issue was more related to the Bid Process where the company concerned had done a lot of work at this very early stage to present a Transportation Plan for the Games to the International Bid Committee. The company appeared to assume that they would be the company that would manage the transportation when the Games were actually awarded. It is without a doubt essential to have a GOC appointed individual in charge of the overall transport plan the needs of a Games Transport Plan are much wider than what most transport companies have experience of unless they are specifically involved in event transportation. There are areas involved that a transport company are generally not be interested in getting involved with, e.g. Motor Pool, Parking and Vehicle Access Monitoring, etc. The advice would be that it should be made very clear during the Bid Process that work undertaken by a company for the Bid Process does not automatically ensure the contract at Games-time.

External Organisations as Volunteers Many external organisations and voluntary groups have specific areas of expertise and skills that a GOC will require and these groups are very often willing to get involved. However, one of the challenges experience by the 2003 GOC was that whilst they

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wished to get involved they wished to do so on their own terms. Each organisation sets its own standards and guidelines on how they will operate and naturally if these differ in any way from what they normally experience there will be problems.

Examples of issues that arose for the 2003 GOC were in areas such as the following:- a) Catering Provision one voluntary organisation wished to receive hot meals no matter what the nature of their shift. It was GOC policy that there were no hot meals for volunteers unless they were working in the accommodation venues where they would get the same meal provision as the delegations. One of their main reasons for wishing to get a hot meal was because their volunteers would be travelling long distance to get to their venue. The GOC did not make exceptions for this as they knew there were several other volunteers who were doing exactly the same amount of travel but who understood and accepted the GOC policy as it was made clear to them from the very start. The problem with the voluntary organisation was that the GOC communicated with senior members of the organisation and the communication was not always filtered down to their people on the ground. The very naturally had a desire to retain their own volunteers after the Games were over and hence wished to ensure that they were well looked after and got the meal provision that their own organisation would normally provide. In the end the organisation made its own arrangements but individual volunteers on the ground continued to complain at Games-time, despite several clarification by the GOC on what would be provided. If the GOC had been in a position to communicate directly with these individual volunteers this might not have caused so much grief. b) External Agencies tend to want all communication going through a senior representative group of people this should make it easier for the GOC but unfortunately the communications systems within the organisation or the message passed down did not seem to work that well. c) The external organisations were reluctant to commit individuals to certain venues until quite late and preferred to be able to move their own people between venues as the need arose. This was not in keeping with the GOC policy whereby a team would grow to know each other and know the venue they would be working within and it did not suit from an accreditation perspective. The net result of this problem was that the venue team did not have an individual appointed in some areas until quite late and when they were appointed they wished to do things their way and failed to see the bigger venue picture. These issues were resolved quite quickly but could be avoided if the individuals volunteered directly with the GOC. d) Due to the fact that they were reluctant to name the individuals for specific venues the accreditation area was put under huge pressure quite close to the Game. e) These organisations often work in units and have their own command and control structure in-built within the unit. This is what makes them so valuable in many ways but is also something to be monitored as they may wish to remain within their unit and operate separately from everyone else in the venue.

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Consultants It is the experience of the Operations Department that it is much better to pay more to hire suitably qualified full-time staff to oversee an area rather that hire a consultant to undertake a piece of work. The very nature of a Games environment means that information is continuously changing and there is a need for a very high level of internal communication and discussion in making plans for an area this is best achieved having a GOC employee manage it full-time. If consultancy is required then the consultant should come on board full-time.

6.4 Recommendations During the Bid Process ensure that companies undertaking work to help secure the Bid are aware that it does not guarantee them to the contract for the Games if awarded. The two should be considered separately as circumstances in between the Bid Process and the start of Games planning might change in the interim.

Be very clear with external agencies from the very start on the expectations that the GOC will have on the individual members of the organisation and that their entitlements will be same as what is in place for all other volunteers. This is something that needs to be spelt out very clearly from the start, preferably by Volunteer Services who will be very firm in this respect.

It is advised that the organisations are made to understand that they must comply with the requirements that all other volunteers are expected to comply with in terms of any deadlines, completion of application forms, training, entitlements, commitment re shifts, etc. Making exceptions because they are a group as opposed to an individual causes serious issues for many FAs. The only exception that might be considered in this area is where the Army commit resources it is often the case that these individuals are released from duty in barracks and it is difficult to predict too far in advance who these individuals might be. It is our experience that the army never fail to deliver once commitment is made.

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7. Key Issues/Risks

Many of the key issues experienced by the Operations Department were in more general GOC areas rather than specifically in Operations. Outlined below are the five key issues that arose, followed by some other general issues that might be useful for another GOC to consider as they plan for their World Games. The issues are dealt with very briefly as many have been highlighted elsewhere in this report.

Issue Insufficient Human Resources in most FA areas, particularly felt in the Operations Department. Staff worked extremely long hours to stay on top of their brief. The additional stress of planning for the 2002 Games the test event and the fact that they were managing the planning for two major events on their own, challenged some staff on their commitment to stick with the project. Many were experiencing burn-out with a year to go. With only one individual in an area, it meant that if there were absent or tied up with specific work, there was no one for other FAs to link with to progress other issues. This became particularly problematic when the larger GOC sessions were being held and attendance expected and also when the Venues department wished FAs to focus on venue planning the FAs simply did not have enough of themselves to spread around to meet the demands they were receiving. There was an over-reliance on one individual to deliver on all aspects of the FA. Most FAs would have benefited from having a full-time member working on volunteer recruitment, training and management of the area in general from twelve months out and an individual to focus on venue-specific planning from fifteen months out. Neither the volunteers nor the venues received the amount of time they deserved from the FAs and this could have been a serious risk to the organisation.

The GOC reviewed their staff plan in August/September 2002 and further allocations of staff to different departments were made. In addition, the main sponsor seconded 20 staff from January 2003 and both of these measures helped to alleviate the crisis. Having said that, the actual recruitment of all of these new positions was quite time-consuming at a period when everyone was extremely busy. The Operations Department grew from 13 staff to 53 between October 2002 and the Games.

Physical Resources Issue: The requirements for so much office space were not anticipated this obviously relates to the fact that staffing numbers were not accurately assessed from the start.

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The Operations department moved three times in the space of two years two of these moves were at particularly busy times Jan 2002 and Jan 2003. The final move was more agreeable to staff as they moved from a dark basement to a new brightly-lit building with sufficient space for meeting, etc. The moves did however cause inconvenience to staff at busy periods and for some meant longer travel distances. Full days were generally lost in the move period between settling in and getting all the services working. Pressure on securing enough meeting rooms posed huge problems up until the three offices were set up. It was difficult to find work areas for volunteers who were willing to give time to help in the planning. This became a huge problem prior to the test event as staff were wisely trying to off-load work to key volunteers but were unfortunately often forced to give up their own PC or share it if they wished the volunteer to complete the tasks assigned to them. It is critical that a Volunteer Work Area is secured if volunteers are going to assist in planning.

The GOC eventually ended up in three office locations around the city and space just about met demands. There were certainly opportunities to have more volunteers in working on different tasks but space was not available or resources such as PCs and phones were not available.

Project Integration & Management Issue: Interdependencies were not captured sufficiently for the time and effort expected of other FAs to be built into the overall project plan. Milestones for each department were decided by the department themselves but the impact on other areas were not discussed, analysed fully nor communicated fully to the FAs. This resulted in the fact that at key times for one FA another FA was perhaps working on completed a non-negotiable timeline which put the other FAs under tremendous pressure to abandon the work they had scheduled. This happened several times throughout the planning period.

Lateness of Information Issue: Delegation Registration Information arrived much later that the due date, in fact it was still arriving two weeks before the Games. Arrival and Departure information was late getting to the GOC. Confirmation of guests and their planned itineraries were late and sometime did not arrive at all. The lateness of the registration information was one of the most frustrating aspects since it had a major impact on several key FA areas.

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Accommodation assignments were issued at too late a stage to be sent to the delegations as changes were coming in frequently right up to the Games. Whilst there were other reasons for the late accommodation assignments, inaccuracies and continuous changes would have made an earlier assignment a pointless exercise. Transportation schedules could not be finalised until the accommodation assignments were made. These tasks were particularly challenging as so many venues were involved.

Insurance & Legal Issue: The GOC did not have GOC staff hired in either of these roles and getting advice or assistance in these areas took longer than was desired. Lack of full-time focus on these areas could have had serious consequences for the GOC. In fact, there were still a few serious issues unresolved in the insurance area a couple of weeks out from the Games these could have had a detrimental affect on Medical and Transport Operations. There was an expectation that GOC staff would recognise the need to either seek legal advice or recognise insurance issues. Most GOC contracts with venues were drawn up at quite a late stage. This was primarily due to the fact that no one had experience in drawing up contracts and it was difficult to put together a contract of this nature as there were few templates around to assist staff.

The companies that provided support to the GOC in these areas performed superbly but unfortunately the GOC had to wait until they were available to respond. In the case of the venue contracts and in the case of the Ceremonies contract separate external voluntary firms were approached to give assistance.

Issues specific to Operations Department

Issue: Confirming sufficient accommodation bed space for the expected number of visiting delegations. The GOC had major difficulty in securing an adequate number of bed spaces and even when secured, the follow on implications of having 24 accommodation venues certainly challenged not only the accommodation team but also several other areas in Operations Catering, Transport, Event Services, Logistics and Medical. The number of volunteers increased significantly once a new venue was sourced. Thankfully there were enough people to meet the needs. The time demands on the accommodation team trying to visit and negotiate with 24 venues and trying to recruit venue teams for all of these meant that other areas within accommodation were later that desired in getting confirmed, e.g. Laundry facilities.

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The GOC eventually secured sufficient space through the use of hotels but with so many venues, some of them accommodating numbers as low as 120 people, any major changes to a delegation s numbers meant it was quite likely that several changes had to be made to the assignments. This was certainly the case in the last few weeks which was frustrating to Transport as that meant a completely different scheduling of buses to deliver them to their sports venues. It is recommended that as few as possible accommodation venues are used so as staff can focus on the few rather than spread their limited time on several venues.

Issue: Lateness in confirmation of Construction Contractors The GOC took a major risk in the approach in relation to getting construction firms to agree to take on the work at particular venues. Some firms were much slower than others in signing a contract for the work and hence the GOC were late in getting a clear picture of the exact work that the construction company were going to do and what the GOC had to contract themselves. This also applied to the provision of such items as portaloos and generators.

Thankfully, all venues were completed on time but the waiting period early in the year was a nervous time. The construction firms did a fantastic job and much of it for very little cost.

Issue: The roller skating event was held in Belfast over 2 hours drive from all other events.

This was certainly a risk for the GOC as GOC staff had difficulty focusing on the Roller skating event and planning for it was put on hold by many of the FAs until it became critical. Awareness of the Games in Northern Ireland was not as good as it was in the rest of Ireland and hence it did prove difficult to recruit volunteers for the jobs required. Most of work in the Media and Volunteer Services areas focused on individuals and groups in the Republic of Ireland. Being required to focus on another jurisdiction meant nearly doubling their workload which was not a feasible option. The fact that the event was running in a different jurisdiction from the rest of the Games meant the FAs such as Medical and Event Services needed to establish separate links with the regulatory authorities in the North. This put great demands on the FAs time as it was necessary to travel to meet with them and to link with them on all aspects, repeating the processes that they had put in place for the rest of the events. Training the volunteers put a serious dent in people s time as it practically wrote off a day s work on other area. Naturally, the venue deserved the time but with the other training it was possible to train large numbers in one session, whereas for Belfast, the groups could be as low as three or four and

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still the FA would need to spend a day between travelling to and from the venue.

The GOC did manage to recruit two terrific Core Venue Teams which helped considerably to manage the project. It is not ideal to have one event in a location so far away from all other central resources.

7.1 Recommendations

Adopt the proposed mode for FA recruitment as outlined in Section 3.6

Anticipate office space requirements based on early decisions that recognise the full complement of staff that will be needed attempt where possible to keep staff in one location or at least close by.

Work out interdependencies in terms of time and effort expected on the part of all FAs this might be best achieved by having two/three individuals driving the project plan.

Information from Delegations always arrives late Special Olympics International need to discourage this trend and support the GOC s deadlines.

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8. Department Publications

The Operations Department had very few publications compared with many other Games Departments. There were however several documents or manuals either printed or photocopied for distribution. A full list of all GOC publications is outlined in the Website & Publications After Action Report. Below are the main documents printed or photocopied by the Operations Department for onwards distribution to different groups all were printed in English only. Timing Publications/Document Target Audience Jan 02 Draft 1 Glossary of Terms GOC Staff Dec 02 Draft 2 Core Venue Teams Key Volunteers all FAs Oct 02 Draft 2 FA Operating Plans all Key Vol.. & FA Venue Co-ordinators Nov 02 Draft 2 Venue Operating Plans Venue Teams Feb 03 Final Draft 1 Nov 02 Event Safety Management GOC Management & FA Managers Jan 03 Final Plan Statutory Services Agencies May 03 Operations Manual Safety Venue Safety Officers & Risk Management Nov 02 Risk Management Strategy GOC Staff Board of Directors Key Volunteers Nov 03 Draft 1 Emergency Response Plan Venue Manager & Core Venue Team Mar 03 Final General Managers VIO MOC Personnel Jan 02 4 different Maps of Venues 1. Delegations all delegation venues 2. Competition Maps Families 3. Games Venues GOC 4. Host Town Locations Map June 03 Transport Handbook Games Delegations May 02 Draft 1 Code of Ethics & Good Core Venue Teams, Medical Teams, Dec 02 Draft 2 Practice MOC Personnel, Delegations May 03 Final (Summary Information only) May 03 Medical Operations Manual Medical Management Team & Venue Medical Co-ordinators Mar 03 Medical Comms Operations Medical Management Team & Venue Medical Co-ordinators Nov 02 FA Overviews Venue Teams Nov 02 Venue Operations Training Core Venue Teams Strategy Documents Mar 02 Input to HOD Manual from Heads of Delegations (HODs) Jan 03 each Ops FA Sep 02 Input to Host Town Manual Host Town Committees

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9. Summary of Main Recommendations to SOI and future GOCs

Key Recommendations Special Olympics International could assist future GOCs Special Olympics International needs to evaluate the allocations of sports competition quotas to the delegations and ensure that the allocations are more accurate in terms of realistic achievable quotas for the delegations to fulfil.

Accreditation entitlements of Guests need to reviewed and a workable system found whether that is to give blue accreditation to all guests or certain guests or simply to ensure that the Guest Check-in desk is one of the first areas that they come across when they enter the venue.

A pre-notification process of communicating the arrival of guests would be valuable to the venue teams and would serve to enhance the experience for the guest. It is strongly recommended that Special Olympics International and the GOC Guest Services develop a very clear policy and procedure for the notification of guest visits and clarify the needs of the guest in advance.

Special Olympics International should pursue the development of a simple Asset Management Database, as the potential for any GOC to have enough finance to make the amendments to existing package suitable for a Games environment is very slim. There are some project management companies that do have packages that would be easily adapted and would be more suitable than a financial-bias package. It is advisable to keep the warehouse assets separate from the financial aspect of the assets.

Special Olympics International need to get involved in helping the GOC with the early and late departures information and arrangements re payment of the accommodation, etc.

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Key Recommendation for future GOCs Anticipate office space requirements based on early decisions that recognise the full complement of staff that will be needed attempt where possible to keep staff in one location or at least close by. The office space used by this GOC was deficient in both quality and quantity for far too long, and was a major cause of dissatisfaction amongst GOC staff. Given that staff will come under severe, deadline-driven pressure, a healthy, functional office space with natural light, parking and room for projected growth is absolutely vital.

Appoint a Chief Operations Officer (COO) who would be responsible for the Games- wide operational planning, setting the major milestones, driving the plans and making decisions on operational issues as they arise. Use Project Plans across the whole organisation The concept of all parts of the GOC using project plans was a good one and should be used again. It is an excellent way to instil a deadline culture that must prevail if the ultimate deadline readiness for arrival of the first delegation is to be met. The only modification required is to keep project plans at the major milestone level; too much time was spent on adding every single task to project plans that became too cumbersome to manage and track.

A team of at least three people who have project management, process development and facilitation skills should be recruited to manage the project plans and to report progress directly to the Chief Operations Officer a Project Manager, an Integration Manager and a Communications Officer. A Communications Officer could play a key role by ensuring that it is not just the executive/director level of the GOC that has the detail surrounding decisions made, progress made, and issues closed. They could regulate information flow, such as all-staff emails, and could also structure and monitor document storage. It is recommended that team would work alongside and report to the Chief Operations Officer.

The Crisis Management Planning should be completed three months prior to the Games and the plan should be used to deal with any crisis that arises for the GOC from three months out. This would get everyone familiar with the plan as well as allowing the crisis to be dealt with in an efficient and appropriate manner with the involvement of the relevant individuals.

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Insurance and Legal support should be available full-time within the GOC full-time could mean two definite days each week but these should be treated as functional areas in the same way as others.

Set up a department called Venue Operations whose role would be to drive the planning, integration and operation of the venue plans.

Safety and Risk management as a Functional area should reside in the Business Operations Department but maintain an operational focus.

Early confirmation of the professional indemnity insurance cover for medical volunteers - at least one year out from Games.

Communications Operations is a functional area that should be part of the Operations Department and a full-time staff member assigned to the area. It should be considered a service provider area as opposed to an equipment infrastructure support.

Involve the Procurement Manager in the process of securing and negotiating contracts with sponsors at the early stages of recruitment of sponsors

Appoint an individual with prior Games or event management experience to the role of GOC Logistics Manager

Instead of going entirely the voluntary route in recruiting architectural and engineering firms, agree to pay a small number of firms a fixed sum to complete their work. Endeavour to recruit firms that are interested in getting involved in the project and that will have a flexible approach to the project as it develops. The initial briefing the firm receives is critical to the success of the partnership going forward.

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It is recommended that IT sit in a new department alongside Procurement, Site and Logistics

It is suggest that the IT brief be clearly broken into two distinct areas Office-IT to support the GOC Company and its employees and Games-IT - to plan the IT operations for the actual Games.

Future GOCs should adopt a volunteer management team structure for each FA similar to that in the 2003 Catering area also 2003 Medical so that the workload is reduced, delegated and shared and the outcome is a very knowledgeable experience team by Games-time as opposed to a single individual managing the entire operation with newly- recruited volunteers at his/her side for support.

Reduce the categories of guest/observer/programme staff, etc. to facilitate easier operations for the Event Service staff who will be monitoring the access points

A security and protection plan should be put in place for high profile guests and responsibility for this should sit in Operations.

Recommended Staffing Model for Functional Areas In analysing the work of a functional area, all of them have three common threads

1. FA Specific Planning

2. Recruitment and Specific Training of the FA volunteers and regular interaction & communication once assigned

3. FA Operations in the venues (Venue Operations)

The model proposed recommends the appointment of at least three individuals in each FA and it is acknowledged that there may be some FAs might be able to delegate to a key volunteer but it is certainly the case in Operations that all positions would be full-time staff and most require more that three individuals and should be employed at an early stage.

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Proposed Model for FA Staffing and Operation

FA General Manager

FA FA Venue Operations Recruit & FA Specific Staff (15 months out) Training (As required by (12 months needs of the out) particular FA)

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Recommended GOC Departments & Functional as recommended by 2003 GOC Operations Management Team

Chief Executive Officer

Chief Financial Officer Chief Operations Officer Project Manager Integration Manager Internal Communications Manager

Ceremonies Games Venue Support Sports & Communications Volunteers Business International & Operations Operations Operations Competition & & Operations Services Special Events Marketing Programmes

Opening Ceremony Medical Venue Design Procurement 20 Sports Advertising Volunteers Budgets 160 Countries Individual Closing Ceremony Housing Venue Integration Site Management Sports GMs Information ALPS Finance & Accreditation (1:3) Services Audit & Registration Athlete Catering Venue Operations Logistics Family Entertainment Awards Guests Services Human Flight Arrival Event Services Venue GMs Look & Signage Resources & Departures Art Exhibitions & Security Handbooks Media Host Town Info Sports Venues Cleaning & Waste Coaches & Admin Festival Transport (1:4) Management Officials Photography School Delegation Enrichment Insurance Services Special Olympics Communication Accomm Games IT Officials Promotions Town Operations Venues (1:6) (Information Legal Languages Technology / Publications Services Symposium Ceremonies x1 Telecommmun) Pre- Games Corporate Safety & Conference Torch Run Final Leg Airports x 1 Sports Specific Sponsorship Risk Mgt (HODs) Merchandising Equipment Fundraising Office IT Sports GMS Market Research Manager Office Admin

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Recommended GOC Structure Organisational Chart High Level

Proposed Structure of GOC Departments

Chief Executive Officer

Chief Operations Officer Chief Financial Officer

Project Manager Integration Manager Internal Comms Mng

Director Director Director Director Director Director Director Director Director Ceremonies Games Operations Venue Operations Support Operations Sports & Competition Marketing & Comms Business Operations International Services Volunteer & Programmes & Spec Events

As recommended by the 2003 GOC Operations Management Team

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10. Index of Support Documentation Attached

After Action Reports Medical After Action Report Annette Codd Transport After Action Report Mary O Shea Event Services After Action Report Kerrie Nash Safety & Risk Management After Action Report Jessie Walsh Garda Liaison After Action Report Inspector Andy Tallon Catering After Action Report Tracy Mc Daid Venue Integration & Operations After Action Report Denis Doolan General Manager, Venues Operations Neil Carney (4 Sports Venues) General Manager, Venues Operations - Dervila O Mahony (RDS Venue) General Manager, Venues Operations - Odette Kelly (4 Sports Venues) General Manager, Venues Operations Gaye Barber (4 Sports Venues) General Manager, Venues Operations Claire Hartley (4 Sports Venues) General Manager, Venues Operations Donal Walsh (4 Sports Venues) Several Venue Manager After Action Reports see VIO AAR Accommodation Venue Operations Report Marie O Brien Housing After Action Report Lisa Dolan Accommodation GM Venue Ops AAR Lisa Dolan Accommodation GM Venue Ops AAR Olivia Duff Accommodation GM Venue Ops AAR Christina Wall Accommodation GM Venue Ops AAR Jeanette Mee Procurement/Logistics Dylan Owen Site Management Ray Stoddart Command, Control & Communications AAR Ronan Kitching 2002 National Games After Action Director s Report

Operating Plans for FA areas Medical Operating Plan Transport Operating Plan Event Services Operating Plan Event Management Plan Logistic Operating Plan Catering Operating Plan Housing Operating Plan Command, Control & Communications Operating Plan Venue Operating Plans for all venues

Note Many of the After Action Reports contain several templates within their report.

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