ATLANTA 1996 / PLANNING AND ORGANIZING

previously offered for sale, but also items that for fast liquidation of fhese items for the staff had been used tor the Games, such as balls, and volunteers, planning to sell remaining banners, uniforms, or other items that were items to the general public. Orders far ex­ deemed to be collectibles. ceeded the available inventory, and to be fair, The AGOG Procurement and Contract Ad­ AGOG allocated only one banner per order. ministration (P&CA) division had responsibil­ Additionally, there was a significant number of ity tor the liquidation of the assets of the cor­ special requests, as well as commitments to poration. P&CA developed an RFP and u lti­ college campuses where banners prepurchased mately selected an auction company to com­ by the schools had been stolen. To allow for mence with liquidation. (For more information, some public sales of the banners, a limited see the Financial Services chapter.) number were pulled from inventory and in­ -. - ,... 1 1 Before approving any items tor auction. cluded in the main auctions. '.X . • M erchandising identified selected items to sell

at a premium both prior to and following the C o n c l u s io n s a n d R ecommendations Games. Street banners, awards flags, and com ­ petition bails were the main sales efforts prior The merchandising of apparel, memorabilia, to the Games. After the Games, AGOG Retail souvenirs, and other collectibles generated sig­ Operations acquired the right to sell the re­ nificant income, as well as promoted the Cen­ maining staff and volunteer uniforms. (During tennial Olympic Games but, most importantly, the Games, a competitive market developed provided individuals the ability to have a part among spectators who encouraged staff and of the Games experience for themselves and i volunteers to sell their uniform s because they their friends. The following recommendations were unavailable to the general public). are offered to future organizing committees. Immediately after the Games, AGOG began ■ Encourage wholesale activity to sustain selling uniforms and street banners. At a party revenue flow and maintain space commitments for staff and volunteers, a temporary concession within existing retail outlets. tested the sale of these items. Subsequently, ■ The incremental value of special sales dur­ AGOG Retail Operations sold uniforms and ing special events is more promotional than banners from its warehouse through a mail­ revenue generating. order program. Mail-order and store sales of ■ Demand for unique items not available in uniforms totaled $352,000, an overwhelming all retail outlets such as uniforms, balls, and response. Remaining inventory was sold in two banners enhances any central sales location. employee stores, to the public at auctions, and at AGOG's Inforum offices. There were not enough banners to satisfy demand. Many had been stolen, and these were by far the items staff, volunfeers, and col­ lectors most wanted. AGOG set a price allowing

1 r

Atlanta 1996,

PATRICK L CAUGHEY • VICTORIA A CAUGHEY • ALBERT L C AU LEV • ROBERT K CAULK • JOHN CAUSBY • LEWIS M CAUSEY JR • ALEXANDRIA C CAUSTON • NATASHA K CAUSTON • JEANETTE C CAU- THEN • DANIEL CAVALIERE • JOHN A CAVAULIN • MICHAEL A CAVALLO • ARTHUR I CAVAN AG H • BRENDAN E C AVAN AG H • HEATHER E C AVAN AG H • KATHLEEN M C AVAN AG H • MICHAEL J CAVAN AG H • 242 PATRICIA A C AVAN AG H • RONNIE G CAVAN AG H • STEVEN D CAVANAUGH • CHARLES M CAVE • JEFFREY CAVE • RONALD S CAVE • CHACE CAVEN • CATHERINE J CAVENDER • CELETAECAVENDER •

Source : Bibliothèque du CIO / IOC Library CHAPTER FOURTEEN / LOGISTICS

a simpler venue podding system (VPS), metropolitan-Atlanta area: the main distribu­ whereby each venue was allocated predeter­ tion center (MDG); the Decatur distribution Fig u r e 1: T h e Lo g is t ic s mined space for the storage of its FF&E. center (DDG), which also housed the uniform W a r e h o u s in g S y s t e m Staffing strategy was the most significant distribution center; the Fort Gillem warehouse; area addressed. Logistics had originally planned and the Savannah Port Authority warehouse. Main distribution center to have a 3:1 ratio of warehouse employees to (For the dimensions o f facilities and items stored Storage capacity: 585,000 sq operational employees and hire venue logistics in the warehousing system, see Figure 1.) ft (54,405 sq m) Stored: General managers (VLMs) 90-120 days prior to the The warehouses separated and stored mate­ CHAPTER FOURTEEN commodities, technology Games. The department's customer service strat­ rials by venue for quality control and review Items (Motorola and LOGISTICS egy of providing assistance in planning and fu ll by the VLM. The warehouses also supported Panasonic), sports delivery of materials required intimate knowl­ venue operations through the provision of equipment and AOB items, edge of each venue; thus. Logistics began a con­ temporary labor and material resupply per and recovered ACOG assets for the liquidation process certed effort to hire all VLMs immediately, des­ VLM schedules and requests. VERVIEW— AGOG organized the Logis­ usage of this module was delayed by its com­ LOGISTICS ignating regional agents to be responsible for As materials arrived at the warehouses, the Decatur distribution center tics Department in summer 1993, under plex technological installation and the exten­ cluster venues as well as specially skilled staff to Storage capacity: 650,000 EMPLOYEES O sive training that warehouse personnel required VLM verified receipt and proper packaging, then the direction of the Operations Department. move equipment at venues. sq ft (60,450 sq m) for its implementation. Due to the dependence directed the warehouse staff in picking, packing, Date Staff Number The objectives of the department were to ware­ Stored/Technology items In 1995, under its new structure. Logistics on this module's inventory sorting capability, loading, and shipping those materials to their re­ house and transport the material goods needed (Xerox), uniform distribution June 1993 4 operated in four divisions—Logistical Support, its late implementation posed a challenge to spective VPS w ithin the warehouse or directly to to support the Games; quantify and coordinate and Paralympic Games January 1996 35 Venue Logistics, Waste Management, and Ad­ the logistical support required during the 1995 the venue itself, when space was available. materials, and recovered the total furniture, fixture, and equipment Ju ly 1996 163 ministration. test events. Initially, Logistics staff members Warehouse Operations implemented a ACOG assets for the (FF&E) needs; provide operational support in liquidation process were unable to react quickly to the needs of seven-phase process for the AGOG warehouses Note:These staff numbers do not preparation, resupply, and recovery of Games include contract, VIK, and volunteer AGOG's constituents and record all transac­ L o g is t ic a l Su ppo rt to add structure and discipline to their ware­ Fort Gillem warehouse personnel. equipment; and provide an efficient and glob­ tions on the new system. AGOG realized that housing efforts. Storage capacity: 60,000 ally conscious waste management program. The Logistical Support division was responsible ■ Phase 1: Arrival on dock—receiving crew sq ft (5,580 sq m) As Games-time approached. Logistics as­ in order to achieve the needed flexibility for for logistical operations, which included ship­ accepted delivery, verified quantity, and en­ Stored: Fixtures, equipment. sumed additional responsibilities for other op­ delivery of materials, the system and planning ping and receiving at all AGOG warehouses; tered receiving information into the computer­ Department of Defense erations, including the import, quarantine, efforts would have to be restructured. items, and recovered ACOG providing transportation of needed items and ized management system. and export of equine animals; coordination of The Logistics Department shifted away from assets for the liquidation services from the warehouses, vendors, and ■ Phase 2: Put-away—warehouse crew moved venue cleaning and housekeeping; transport of its previous focus on warehousing to concen­ process suppliers to AGOG and its constituents; coordi­ trate on creating a comprehensive customer ser­ items to their designated storage location and athletes' excess and oversized luggage between Savannah Port Authority nating international transportation and cus­ vice operation with the capacity to identify and grouped like items for ease of locating. Desig­ warehouse the airport and the Olympic Village; and pro­ toms clearance; and developing policies and procure the materials needed and distribute nated venue items were moved to the VPS. Storage capacity: 112,000 sq vision of linen and laundry service to the Vil­ procedures for managing assets. ft (10,416 sq m) them in a timely manner. The new focus would ■ Phase 3: G onfirm material requirements lage and other specialized areas. Logistical Support operated in four subdivi,- Stored: Boats and general provide the flexibility to support venue opera­ w ith venues—regional agents served as liaisons commodities to support the sions—Warehouse Operations, Transportation, between the VLM representing customer needs tions in a more cost-effective manner given the yachting venue O rganization Gustoms Brokerage, and Asset Management. and the computerized management system for available resources. Three key areas were addressed in the re­ reconciling inventory. The Logistics warehouse During the planning years, the Logistics Depart­ Warehouse Operations structuring. In cooperation with Gonstruction, crew initiated the picking process. J- ment's strategies for the support of the Games Four warehouses comprised the Logistics ■ Phase 4: Prepare to ship—regional agents followed two distinct planning methods. The Technology, Venue Management, and other warehousing system, which received all AGOG functional areas. Logistics developed a initiated and monitored shipping preparations. early methodology focused primarily on ware­ AGOG, Atlanta O lym pic Broadcasting (AOB), process, called baselining, to define and o p ti­ The transportation crew was responsible for housing and transportation. AGOP, and sponsor assets. The functions of re­ loading and staging. Considerable effort was directed to develop­ mize the space to be used at each venue and ceiving, storing, and shipping were performed ■ Phase 5: Deliver order—Logistics Trans­ ing a comprehensive, computerized warehous­ the FF&E needed for each functional area oper at these AGOG warehouses, located in the portation coordinated the delivery schedule ing system. In 1994, a new module of the soft­ ating within that space. Logistics changed its warehousing policies between the warehouse and the VLM. Regional ware used by AGOG Financial Services was agents m onitored the process. selected to manage the warehousing, inven­ from bulk storage and single-order delivery to tory, and venue distribution system. The full

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'UBhsNllPpLJ-OS. STANl^YACEBULA. PEDRO HCEBULKA. CHARLOTTE A CEBULSKI. ALBERT ACECCARELU. ELAINE MCECCAHELLI. JAMES PCECCHiNr.ANGELMCECERE. ANNIE DCECIU. ^ lO . D a n ie l t r-p i * m a r ie j c e d r o n e • k e v i n j c e f a l i • a n d r e a l c e g a n • A n d r e w c e l a y a • e v a n s m c e l e s t i n • L a w r e n c e m c e l e y • l u i s b c e l o r i o • s h a r y n l c e l o - ■^l t c e l o TTO. NADEZDA CENANOVIC ANNE C CENTER. CHARLES N CENTER. KEVIN L CENTER. LYNN D CENTER. LISA M CENTNER. DENISE MCENTRONE. DANKO CERENKO. 245

244 • L A U R A E CAYC

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER FOURTEEN

■ Phase 6: Resupply—the VLM initiated this and other ACOG-requested publications, and Inc., as its official customs broker and freight those imports for ACOG and the NOCs to en­ process through com m unication w ith the re­ management of canoe/kayak transportation. forwarder in May 1994. Circle International sure items were properly identified. gional agent. Phases 1-5 were reactivated. The DDC office coordinated distribution of was responsible for coordinating the interna­ In addition to these quarterly meetings, ■ Phase 7: Recovery—the VLM initiated this medical and technology equipment, linen, and tional transportation, customs clearance, and yearly port visits to US Customs offices in Los process and coordinated w ith the regional maps and transportation to and from the com­ distribution of materials and equipment used Angeles, Miami, New York, and Washington agent and the transportation and warehouse puter equipment vendor. by ACOG, NOCs, IFs, athletes, media, spon­ were made to personally update the individual managers. Like items were grouped at venues Logistics Transportation began operating on sors, vendors, and suppliers in pre-Olympic port directors about ACOG's progress and dis­ and returned to the designated warehouse. a daily basis from 0730 until approximately training, test events, and the Games. cuss unique port requirements that might af­ Generally, the goals established for ware­ 1800 as venues became available. Operating Circle International entered into a contrac­ fect the import of Olympic items. housing were achieved. The biggest challenge hours gradually Increased until Games-time, tual agreement with ACOG which identified the ACOG and the customs broker worked with was recovering assets in a short time period to when it operated 24 hours daily. required scope of work and a standing service NOG Services and NOC Relations and met with reduce loss and theft, as venue owners began The department's transportation operation tariff to be charged to the Olympic Family. The each NOC to discuss the entry and distribution to restore venues for their own operations. mirrored that of the warehouses and venues. As customs broker also provided full-tim e staff to program, as well as to address any individual venue orders were fulfilled by warehouse per­ F ig u r e 2: the Logistics Department. This association concerns. In December 1994, in cooperation sonnel, Logistics Transportation communicated V e h ic l e s in t h e Transportation marked the first time in Olympic history that w ith the responsible government agencies, T ransportation The Logistics Transportation subdivision was with the regional agent, the shipping manager the appointed broker was an operative part of ACOG and the customs broker published the F le e t responsible for material transportation from the or supervisor, and the VLM regarding order sta­ the organizing committee with a fixed rate Customs Manual for NOCs to identify the various tus and anticipated load and delivery times. ■ Cargo/parcel vans 48 AGOG warehouses, and directly from vendors schedule for services confirmed in advance. government agencies they would encounter; Three levels of priority were given to all The US Congress passed Public Law 103-237 ■ Stake bed trucks and suppliers if necessary, to all Atlanta-area problem areas to avoid; routing information for shipments: with liftgates 12 Olym pic venues. The Savannah venue was sup­ in May 1994 allowing for duty-free and gov­ smooth transport and im port of their necessary ■ Routine—assigned to all orders preloaded ernmental user-fee free entry of articles con­ Ü ■ Straight trucks with ported by a local supplier and by the Logistics equipment and materials; and export informa­ on trailers on a predesignated schedule. During or without liftgates 50 transportation fleet equipment in Savannah. nected with staging the Games and associated tion needed after test events and the Olympic resupply, this level was assigned to all orders events. The scope of this legislation far ex­ Games. ■ Tractors, single- Materials consisted of FF&E; sports, medical, not requiring expedited handling. Routine or­ and double-axle 8 and technology equipment and supplies; and ceeded previous laws by requiring less entry Logistics staff also assisted in creating the ders were delivered by the next resupply truck documentation and removing quota require­ ■ Refrigerated city all other miscellaneous items needed to support Chef's Manual I and II and the Chef's Calendar delivering to the venue. Each venue was guar­ ments on imported Olympic-related goods. trucks 4 venues prior to and during the Olym pic Games. presented at the Chef de Mission Seminar in anteed at least one resupply delivery per day. This legislation significantly reduced the cost ■ 45-48 ft dry trailers 200-r Cargo vans, straight trucks, and semi-tractors 1995. In addition, the Equestrian Manual, and trailers were used. (For an approximation of ■ Rush—assigned to orders that had to be to participants in Olympic events and facili­ w hich addressed equine transport, and the ■ 28 ft dry trailers 50 the size and scope o f the transportation fleet, see delivered to a venue within five hours. Rush tated a more efficient clearance process. Main Press Center (MFC) Manual, which aided ■ 45-48 ft refrigerated orders were delivered by courier or by truck or Figure 2.) All material and equipment entering the US the rights-holding press in their Games cover­ trailers 37 Partial support by Logistics was provided to another similar vehicle. must be declared to US Customs before their re­ age, were produced. ■ 45-48 ft flatbed ■ Emergency—assigned to orders which had the outlying venues in Birmingham, Alabama; lease, and documentation must be filed for ex­ In December 1994, ACOG hosted the Associ­ trailers 15 Washington, DC; and Orlando and Miami, to be delivered within two hours, sometimes amination by the government agencies responsi­ ation of National Olympic Committees (ANOC) ■ 48 ft golf cart trailer 1 Florida, by common carrier. requiring the use of a staff member's personal ble for monitoring import. Items requiring meeting to showcase the progress made by the 1 ■ 24 ft golf cart trailer Where warranted, specialized carriers were vehicle. Emergency priority was used only for additional government regulatory involvement city of Atlanta and ACOG in preparation for the utilized to transport items or equipment with those items absolutely essential to the conduct such as food, radio frequency devices, or firearms Games. During this meeting, an inform ation unique handling characteristics. of the Games or the safety or health of ath­ and amm unition needed approval by their re­ booth was established to answer questions and The Logistics Transportation subdivision letes, spectators, or ACOG staff. spective m onitoring agency prior to release by US distribute literature. In spring 1995, a booth was maintained offices at the MDC and the DDC. The Logistics Transportation plan was well Customs and delivery to the importer. available at the Chef de Mission Seminar, and The MDC coordinated distribution to all Cul­ coordinated between the warehouses and the ACOG and the customs broker held quar­ informative seminars were held on import and tural O lym piad sites, athlete meal transporta­ venues. terly meetings w ith all government agencies export and the duty-free legislation. tion, transportation to and from the ACOG affecting importation to determine where Customs Brokerage fabrication shop, distribution of results books unique handling and/or procedures would be After conducting a bid process among needed. The customs broker agreed to m onitor freight forwarding and customs brokerage firms, ACOG appointed Circle International,

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Source : Bibliothèque du CIO / IOC Library CHAPTER FOURTEEN / LOGISTICS ATLANTA 1996 / PLANNING AND ORGANIZING

■ Ceremonies. The customs broker worked plan for the Village was based on inform ation The 1995 test events helped identify prob­ two locations, the Olympic Marina and the May with the producers of the Opening and Clos­ received from the NOCs; however, the lack of lem atic areas where additional resources and Howard Elementary School. Space was allotted ing Ceremonies to transport, clear, and deliver complete information from the NOCs regard­ coordination w ith government agencies was for 100 containers, hut only 65 were used, most custom-made costumes from Port of Spain, ing the amount of freight they were shipping, needed, primarily In the specialized customs on marina property. Venue Logistics coordi­ Trinidad, to the Atlanta production facility ad­ the delivery parameters, or special handling re­ knowledge of the completion and validation nated the delivery and installation of all con­ jacent to Olympic Stadium. quirements created challenges. of ATA carnets, which are widely used for the tainers, using a 25 ton (23 t) crane. Ten addi­ u DeBoer Tents BV/DeBoer Structures, Inc. By mid-June 1996, several NOCs had accu­ international transport of team equipment. tional containers were placed for late-arriving DeBoer was contracted with ACOP to provide mulated large amounts of freight with com­ Yachting events held In 1994 and 1995 also teams. structures and erect tents for the sponsor vil­ plex delivery issues involving not only the Vil­ identified the need for the placement of ocean Some larger teams w ith m ultiple containers lages, the Superstore, and other venue sites. lage, but hospitality houses, pre-Olympic containers for 112 teams in extremely limited used alternate storage sites in Savannah. Often, the customs broker leased space or requested DeBoer engaged Circle International to provide training sites, and venues. In July 1996, the quarters. the international transport of these tents and import operation grew so rapidly that within ACOG Imports. By March 1996, the many donated space for these teams. equipment from South Africa, England, and two weeks, the warehouse capacity of the cus­ items necessary to stage the competitions were Individual shipments of masts, rudders, keel other European countries. toms broker had to be enlarged from 60,000 sq stored at the MDC for inspection and inven­ boards, and sails for pretraining and repair ACOP created certain deadlines which had to ft (5,580 sq m) to 260,000 sq ft (24,180 sq m), tory. Initial imports were items for ACOG were delivered, as well as medical equipment be met in order to avoid delay penalties. The and it became apparent that the Village distri­ Sports and Construction. Under the Olympic for team doctors. customs broker and DeBoer created a transport bution plan had to be revised. Charter, ACOG purchased and imported over Following the Games, export arrangements matrix whereby the necessary materials could A complex delivery reservation system was 250,000 items for sports such as athletics, table were made to remove all containers from Sa­ be loaded, shipped, and delivered to meet these designed so Village Logistics could schedule car­ tennis, weightlifting, and yachting. All imports vannah within one week. deadlines. DeBoer's equipment required special­ riers into the Village or through the material were coordinated through the customs broker, ■ Rowing and Canoe/Kayak—Lake Lanier. Site ized containers called flattracks, w hich the cus­ transfer area (MTA). The scheduling process was and in many instances, transported from sup­ lim itations at Lake Lanier prohibited mass toms broker leased. More than 75 containers of devised so ACOG could confirm the responsible plier to site under its direction. placement of containers imported by the teams. equipment were shipped and stored over a four- NOC was accredited and housed; Security was Additional ACOG-related Imports included Instead, containers were unloaded at the cus­ m onth period. The broker also assisted De Boer alerted as to the delivering carrier, its seal num- construction and track materials for comple­ tom broker's Atlanta warehouse and their con­ by providing forklifts, loading ramps, scissor ber(s), driver's name, and delivery time; and V il­ tion of the Olympic Stadium, artificial grass for tents moved to Lake Lanier using contracted lifts, pressure equipment, and cranes. In total. lage Logistics would provide personnel and the hockey fields, and temporary seating, trailers. In some instances, the teams arrived De Boer erected tent areas w hich covered ap­ equipment to assist w ith unloading the cargo. pools, and other structures for venues. Two w ith several boats on specially constructed tra il­ proximately 50 acres. Scheduling the increases in delivery w ith V il­ sports-related imports requiring special atten­ ers towed behind vehicles. In these cases, Following the Games, DeBoer was required lage Logistics through the reservation process tio n were boats and horses. ACOG moved them to Lake Lanier by private to remove all materials from the Olympic sites. was difficult, resulting in delivery delays and Canoeing, kayaking, and rowing equipment vehicle or loaded them intact onto a trailer for The customs broker assisted DeBoer by provid­ the subsequent displeasure of the NOCs. Secu­ posed specific challenges. Due to the size of transport. ing the necessary equipment on a venue-by- rity difficulties also transpired, as prescreened equipment and the fragile nature of the boats, Following competition, all individual boats venue basis and reserving the export containers. vehicles were often delayed. Due to the unfore­ international transport was often costly and were repackaged, either by the teams or w ith ■ Torch Relay. The customs broker initially seen volume of freight. Village Logistics did not time consuming. Once in the US, teams often additional labor, and returned to Atlanta for ex­ shipped 1,000 torches from Atlanta to Athens have sufficient staff or equipment available to began their Olympic testing outside Atlanta, port. Full containers were transported directly for use in the 1996 Flame Relay in Greece. The assist w ith unloading heavy pallets. which required the customs broker to carry to the port according to instructions from the customs broker worked with US Customs, Delta As part of the custom broker's contract, an equipment from city to city prior to ACOG- teams. I. Air Lines, and ACOG management to ensure office was located adjacent to NOC Services to sanctioned events. Logistics provided specially ■ Canoe/Kayak—Ocoee, Tennessee. Services the Olympic flame's tim ely entry Into Los An­ assist w ith problems, questions, and other I i racked containers for boat transport. provided at this venue were similar to those at geles by providing the district director of US matters. Because of the delivery problems and The equestrian event required importing Lake Lanier. The lim ited space prevented the Customs the documentation allowing for its the ensuing complaints, one person was dedi­ more than 250 world-class horses into Atlanta. storage of transport equipment, and all teams immediate clearance. ACOG established an import quarantine facility had to unload their equipment upon arrival. cated to assist Village Logistics w ith the reser­ National Olympic Committees. The cus­ at Hartsfield Atlanta International Airport for Containers and trailers were returned to vation and acceptance process in order to clear toms broker began to receive freight for indi­ US Department of Agriculture (USDA) testing. Atlanta for storage. vidual NOCs in May 1996. These materials ■ Yachting— Savannah, Georgia. The Savannah were warehoused pending distribution instruc­ venue held yachting team ocean containers in tions from each chef de mission. A distribution

. GEORGE W CHAMBERLIN • PETER K CHAMBERLIN ^ ,. . CHAMBERS• BETSEY M CHAMBERS‘ BOURGONECH^ ^ ;KEN o |^ *^ B E R S . JAMES E CHAMBERS* JAMES H CHAMBERS* JAMES H CHAMBERS* JAN ETC CHAMBERS .JILLCHAMBERS. JOAN M. CHAMBERS «JOYCE A CHAMBERS *KAY-CEEM CHAMBERS 249 248 IBERS • ELIZABETH E CHAMBERS • FAYE W CHAMW

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Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER FOURTEEN / LOGISTICS

the backlog of cargo consigned to the NOCs. A officially appointed warehouse, some agencies inventory, all reported to this subdivision for of communications and coordinate with the team of logistics material handlers and accom­ encountered difficulties in engaging the con­ inventory control. The department was also re­ Venue Management structure, venues were panying equipment was placed at the MTA to vention contractor. sponsible for asset tagging procedures and con­ divided into clusters—venues in close proxim­ assist with delivery. This greatly improved the Sponsors. The customs broker assisted Pana­ ducted cycle-count inspections of selected areas ity—and regions—multiple venues grouped efficiency of operations at the Village and re­ sonic with importing and distributing their to ensure quality control in inventory counts. geographically. Each venue was planned for sulted in the successful delivery of all NOC value-in-kind (VIK) equipment. Equipment was Asset Management's prim ary pre-Games focus and operated by a VLM who reported to logis­ freight prior to Opening Ceremony. imported and transported to the Panasonic fa­ was to develop a policy for removing items from tics program managers (LPMs) through a clus­ Broadcasters. All international rights-hold- cility in Suwannee, Georgia, where broadcast AGOG headquarters and warehouses for delivery ter manager and/or regional logistics manager. ing broadcasters contracted for the shipping equipment was constructed for the IBC. to the venues. Holographic tags were produced During planning and implementation, the and delivery services of Circle International. As Reebok provided most of the footwear for to identify asset ownership to aid AGOG Secu­ VLM was responsible for staffing, placement of the delivery process for the International AGOG staff, security personnel, and volun­ rity in enforcing policy at venues. FF&E, identification of warehousing needs, co­ Broadcast Center (IBC) began, problems with teers. The customs broker reserved warehouse A more difficult pre-Games task was the ef­ ordination with the customs broker, logistical dock space allotment and insufficient person­ space where shoes were selected for distribu­ fort to coordinate the use of three separate operations scheduling, golf cart policy, and re­ nel became apparent. Similar security problems tion. Through a process created by Reebok, materials management software systems for covery and liquidation planning. to those encountered at the Village occurred at shoes were tagged w ith the official AGOG mer­ finance and purchasing, material planning Adequate staffing was necessary to complete the IBC. Delivery vehicles were often denied chandise hologram and distributed to retail and distribution, and warehouse receipt and all Logistics functions. When planning staff lev­ entry or delayed, and sealed vehicles were stores, where AGOG staff acquired their u n i­ inventory. A manual item-by-item validation els, the VLM considered routine duties as well opened for physical inspection, occasionally form footwear. between systems was necessary. as contingency requirements, daily competition damaging the freight. As the schedule of deliv­ The customs broker coordinated all domes­ The Games-time function of Asset Manage­ schedules, level of supervision required to per­ eries decreased and more personnel were en­ tic distribution of Swatch's timing equipment, ment was establishing schedules for recovery form tasks, and applicable time constraints. gaged, problems were overcome. which required specialized handling proce­ of assets in a tim ely manner as venues finished Often, Venue Logistics staff consisted of the Following the Games, the IBC was required dures, crating services, warehousing, and deliv­ operations. Implementation of the schedules VLM, two assistant VLMs, and a logistics crew. to remove all equipm ent and salvageable mate­ ery, as w ell as precise delivery schedules to was managed by VLMs. The VLM worked with Venue Management rials from the Georgia World Congress Center each venue. The customs broker also assisted to identify needed dock area space; design the Swatch's commercial division with the import within four days. Two dock positions were al­ V e n u e L o g istic s dock area to ensure vehicle flow; identify shared and distribution of Swatch watches for AGOG located to deliver empty packing cases only space with other functional areas, bulk and Moving athlete luggage to and the rest to remove equipment. More than staff and volunteers. Venue Logistics defined and prepared the ma­ lockable storage space, and equipment needed and from the Olympic Village 30 people removed cargo 24 hours daily in The customs brokerage process was success­ terial requirements for all venues, including to facilitate all venue operations; and déterm ine required the support of the order to meet the deadline. ful primarily due to the early involvement of training sites, the A irport Welcome Genter, material flow patterns and challenges. Logistics Department. Press Agencies. The customs broker received Gircle International. In cases where functional Gentennial O lym pic Park, Emory housing, The VLM and Venue Management estab­ and prepared press agency freight for delivery, areas, such as the IBG, MPG, and Olympic V il­ equine quarantine, the MPG, the Olympic lished venue baselines for all FF&E required. handled security screening, scheduled deliver­ lage, did not coordinate their logistics activi­ Family Hotel, the Olympic Village, and spon­ The VLM then met with each functional area ies, and delivered cargo to the MPC dock. At the ties w ith AGOG Logistics, problems did arise sor villages. It also provided dock manage­ manager to refine their requirements. The dock, all cargo was received and distributed by a with deliveries and distribution. These prob­ ment at venues, including maintaining AGOG, complete list of all materials was entered into facility-designated convention contractor. lems were resolved once AGOG Logistics be­ sponsor, and vendor delivery schedules. the venue planning database (VPD). The VPD, Storing empty packing materials for use by came involved. This division played a major role in the combined with the detailed room identifica­ press agencies follow ing the Games was chal­ scheduling and operations of venue prepara­ tion matrix, was then used for distribution and Asset Management lenging. The customs broker leased space for tion and disassembly. Venue Logistics worked recovery of all FF&E. storage and agreed to a ta riff rate. The press The Asset Management subdivision defined with Warehouse Operations for all resupply Each venue was given a standard central agencies had free access to their materials to the policies and procedures necessary to ensure and new material requirements and supported supply k it of FF&E to meet comm on opera­ store excess equipm ent or parts. the proper management of assets. Although Asset Management in maintenance and inven­ tional needs. The convention contractor also arranged for each warehouse and venue managed its own tory list updates. The venue manager (VM) developed a con­ storage space, but indicated that agencies were The Venue Logistics plan was designed to struction schedule including dates, times, and not allowed access. Despite the MFC Manual provide the most efficient service for Games- instructions that the customs broker was the time venue operations. To facilitate the flow

JOE B CHAMPION • MAURICE A CHAMPION • MONICA C CHAMPION . BRINDISI MCHAN • CHARLES K CHAN • CHRISTOPHER J CHAN - ' 250 NY CHAN • KATHRYN CHAN • LAI PENG CHAN • LAURA T CHAN 251

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING

activities of prime importance to operational space-efficient site plans at these locations. The challenge was not only to develop a In order to fulfill AGOG's environmental preparation. This information was included in The Logistics communication command sound environmental strategy, but also to en­ goals, several programs needed coordinated ef­ a venue-integrated operations schedule, from center was established to serve as the central sure that waste was removed quickly and effi­ forts, including venue cleaning, waste hauling, which the VLM developed a matrix schedule problem-solving network for situations that ciently. There were many aspects to consider: and recycling. including all responsible parties, contact names could not be resolved at the venues. security, space, narrow service windows, power, Venue Cleaning Program and numbers, and dates and times of deliveries. capacity, and budgets. The program also had to be user-friendly for spectators, staff, and con­ The logistics activity schedule was important to W aste M a n a g e m e n t a n d In late December 1995, Logistics determined tractors. functional areas such as Sports and Technology, R e c y c e in g that professional cleaning assistance was re­ which played integral roles in the preparation The first year was dedicated to several key quired, and thus integrated a venue cleaning planning tasks: and recovery schedule and thus relied on Logis­ The Waste Management and Recycling division plan in to the Waste Management and Recy­ tics for the equipment to perform their tasks. determined the waste and recycling removal ■ Waste generation model—developed based cling program. A cleaning management com­ I During the Games, Venue Logistics was re­ equipm ent and services needed at venues, pro­ on waste generation rates from the 1984 pany was hired and worked closely with the Games in Los Angeles and from rates at sport­ sponsible for managing all loading docks cured the proper waste and recycling recepta­ VMs and Logistics staff to develop a program I w ithin venues and operating designated receiv­ cles, and developed a management plan for all ing arenas across the country and in Atlanta. to fulfill this need. ing docks and all material handling equipment. waste-hauling and recycling. The average was about .28 lbs (127 g) per per­ The cleaning management company devel­ son per hour. All deliveries were preplanned and included on The division provided solid and biohaz­ oped a cleaning master plan, established clean­ 1 I the master delivery schedule and the dally de­ ardous waste removal and recycling inside the ■ Budget model—developed based on pre­ ing policies and procedures for venues, deter­ liminary estimates of spectators, number of livery schedule, copies of which were provided competition venues and at Gentennial Olympic mined venue cleaning budgets, developed to Security and Venue Management. Any vehi­ Park and park-and-ride locations. Waste re­ venues, and the hauling equipment and ser­ venue-specific cleaning specifications and vice needed, including the waste haulers' I cle not on the delivery schedule was denied ac­ moval and recycling services at the IBG, Media standards, selected qualified contractors from cess to the venue, usually held at the salle port, Transportation Mall, MFG, and Olympic Village hourly fee for truck rental, disposal, Installa­ the AGOG-approved vendor list, negotiated tion, and delivery. and reported to Logistics for immediate action. were also provided. venue cleaning contracts, provided a cleaning Under the direction of Logistics and Venue In fall 1991, the lOG, in partnership with ■ Recycling goals—to be responsible and en­ manual for each venue, developed a resupply Management, all venue staff disassembled the the United Nations Environment Program, vironmentally sensitive, setting a goal of di­ plan for all consumables, and prepared all venue for which they had responsibility. All amended the Olympic Charter to emphasize en­ verting up to 85 percent of all generated solid equipment, personnel, and vendors. The Venue Logistics crew waste from landfills. functional area managers coordinated disas­ vironmental stewardship in staging the During the Games, the cleaning management was responsible for moving sembly efforts w ithin their functional areas. A Olym pic Games. ■ Defining the scope of work—determining company coordinated the activities of all clean­ equipment from the Atlanta was only the second host city to the proper waste and recycling equipment and ing vendors, managed the cleaning contractors, warehouses to the schedule of recovery activities was distributed volu ntarily address O lym pic environmentalism services for waste disposal at Games-time. appropriate venues. prior to the final day of competition. The VLM and provided emergency cleaning as requested. then met individually with functional area in any pragmatic or operational way. Though The Environmental Protection Agency (EPA) The tremendous amount of precleaning managers to discuss venue disassembly. Logis­ not part of the Bid, AGOG enthusiastically provided an evaluation of the estimated waste needed to prepare venues to Olympic standards tics was responsible for accounting for all supported the environmental policy, believing to be generated by the Games and suggested was a challenge, as many cleaning personnel AGOG assets at the venue and ensuring proper that there were better alternatives than dispos­ source reduction language in supplier and ven­ started on the day of the event. packaging of equipment for shipment back to ing of the huge amount of solid waste the dor contracts to reduce the amount of poten­ Waste-Hauling Vendor the warehouse or another AGOG facility. In Games would generate in landfills. tial waste. The EPA also loaned an executive to some cases, AGOG materials were purchased AGOG's vision was to demonstrate the feasi­ Logistics to w ork as an advisor to the Waste AGOG's original goal was to hire one waste by the venue owner and remained at the venue. bility of alternatives on a large scale, as the Management and Recycling division and pro­ hauler to service all venues. Five waste hauling At venues where AGOG Gonstruction did Olym pic Games provided many waste manage­ vided for 100 of their full-time employees to companies were sent requests for proposals not have a presence. Logistics managed the ment challenges that commanded public atten­ volunteer at Games-time for the Waste Man­ After reviewing specific criteria including man­ planning and installation of temporary and tion. Therefore, a successful program could agement and Recycling program. They super­ agement capability, available resources, m in or­ portable items, including tents and restrooms. potentially inspire communities worldwide to vised janitorial contractors, conducted public ity participation, cost, and commitment to re­ Logistics and Venue Management determined implement sustainable programs. To realize this outreach, and helped maintain the integrity of cycling, Browning Ferris Industries (BFI) was vision, AGOG developed an integrated plan by the recycling plan. selected as the primary hauler; later, a combi­ employing several leading waste management nation of BFI, Waste Management, Inc., and companies to test new ideas and technologies.

, . TH.HESA R CHANOLER . MJCHHLLJ. C HA.P^.R-B.R,.ES . SAMMIE CHANDLER • STEVEN E CHANOI^ER-THERESA R CHANDLER - MIC D CHANe S • W A LÏtR C CHANEY • ALLEN MING-HSH 253 252 gglti'j"crA'irG\''cT=,f,'lÎE'TSÎ,rNLt|'llî;ï"LtsTvA^^N|tïSS^ • CHANG .GLORIA M CHANG • HAI CHANG •

Source : Bibliothèque du CIO / IOC Library CHAPTER FOURTEEN / LOGISTICS ATUANTA 1996 / PLANNING AND ORGANIZING

Department suppliers, were needed to manage Its resource recovery/composting facility Beginning in January 1997, the composted i United Waste Services was needed to serve the was used to catch recyclables accidentally organic material was screened and matured for program. waste flow. Waste Management and Recycling placed in the wrong receptacle. The sorted re­ BFI operated a new 98,000 sq ft (9,100 sq expected the waste to consist of recyclable 3-6 months. Approximately 90 percent of the cyclables were sent to an end market. The fa­ m) materials recycling facility (MRF) that was items including food scraps, food service paper, composted organic material was donated to cility then separated the waste flow further, re­ used for separated and commingled (mixed) re­ mixed office paper, cardboard, plastic, and alu­ municipal agencies for beautification projects. covering most waste, food scraps, and paper cyclable materials. A full-time executive was minum. The remainder was unknown miscella­ Ten percent went to landfills as rejected inert for composting. The residual waste was placed material. also loaned by the company to the Waste Man­ neous waste. in a landfill. agement and Recycling division. Waste Management and Recycling also as­ M icrolife ultim ately processed 1,217 tons of sumed that even though most spectators and The recyclables compactor was used to col­ waste. Its only serious problem was that it was Recycling staff expected a "hands-on" recycling program, lect all clear and blue bags and loose card­ not allowed to operate during the first seven board. These were sent to the MRF for sorting, In a supplier agreement with AGOG, CH2M an education and signage program would have days of the Games due to difficulties w ith the processing, and shipping mixed plastic and H ill coordinated recycling services for the to he implemented. Creative signage and pub­ Fulton County Commission. Unfortunately, an aluminum , bags of m ixed office paper, and Games. This included selecting and determ in­ lic service announcements made throughout loose cardboard to end markets. Any rejected F ig u r e 3 ; R e c y c l in g a n d C o m p o s t in g R e s u l t s ing the placement of bins, designing recycling the venues helped educate and inform the material was sent to Microlife's sorting/com­ graphics for bins and signage at venues, produc­ spectators about the program. n Recycled 5% Total A two-bin collection system, one for mixed posting facility for processing. n Manure 14% ...... diverted ing educational and promotional messages and ^Composted 30%- ■ 49%* The waste management system was de­ 250 materials, training staff and volunteers, and waste and one for commingled recyclables, was M Disposed in Landfills 51% established. Sixty-five gal (246 1) mixed waste signed to adequately manage 300 tons per day, processing and marketing recovered materials 2 00 -- and approximately 150 tons per day were han­ to local customers. Local volunteers from the receptacles, lined w ith green plastic bags, were dled. About 75 percent of waste removal ser­ Georgia Recycling Coalition aided in Games- used to collect food scraps, food service paper, vices occurred between 1200-0600, w hich time management of the recycling program. and other unknown materials. Sixty-five gal worked well due to the limited traffic flow of Pre-Games. It was determined that the ware­ (246 1) recycling containers, lined with clear both vehicles and pedestrians. houses would m ainly generate cardboard, fer­ plastic bags, were used to collect plastic and The incidence of biohazardous waste, pri­ rous metal, office paper, plastic wrap, and wood. aluminum beverage containers. Recyclable ma­ terials were collected in one compactor and marily from medical areas, was higher than ex­ 9 Cardboard was packaged in mechanical balers 7/19/96 7/21/96 7/23/96 7/25/96 7/27/96 7/29/96 7/31/96 8/2/96 pected, due to the improper sorting of 8/4/96 8/6/96 and shipped directly to the end market. Salvage­ sorted at the MRF. Date non-biohazardous and biohazardous material. able pallets were sent to a rebuilder. Mixed of­ Mixed office paper receptacles, lined w ith * An additional 273 loads o f waste were attempted to be diverted, but were rejected for various The waste material's lim ited storage required reasons. These loads are included in the composted and disposed in landfills numbers. fice paper and metal were collected by end mar­ blue plastic bags, were available in press offices, frequent collections. ket recyclers. Suppliers and vendors shipping ACOG offices, and broadcasting areas to collect supplies to warehouses were given guidelines to office paper, w hich was shipped to the MRF. Composting reduce the waste entering the warehouses. Trained cleaning staff collected mixed waste estimated extra 1000 tons of mixed waste went The mixed waste material, containing be­ Where possible, packaging materials such as and recyclables and transported them to the into metro-Atlanta landfills during this period. tween 60 and 70 percent food and food service pallets, boxes, and packing foam were returned central collection area. No sorting was needed; items by weight, was first delivered to Microlife's Recycling and Composting Results to the supplier for reuse. The materials of sup­ bags needed only to be placed in the right con­ sorting facility. A percentage of preseparated pliers that shipped directly to venues became tainers, according to color. ACOG's venue recycling program was re­ bagged material, paper, plastic, and alum inum part of the venue recycling program. The central collection areas were used for sponsible for successfully recycling 18 percent came mixed w ith the unseparated waste. Wood Games-time. The Waste Management and the collection of both mixed waste and recy­ of the waste generated at the venues. pallets, paint cans, various ferrous metals, tex­ Recycling division along with CH2M Hill deter­ clables. A two-compactor system was used at Of the 8.7 m illion lbs (3.9 m illion kg) of tiles, soiled cardboard, and waste paper were mined that the largest percentage of waste the majority of venues. The mixed waste com­ solid waste produced, two-thirds was used for also present. would be generated by spectators and ACOG pactor collected green bags, which were then composting and recycling. Furthermore, more The material was hand-sorted over a 70 ft functional departments; therefore, a proactive sent to Microlife USA's sorting/composting fa­ than 10 m illion cans and plastic bottles were (21 m) conveyor system and the remaining or­ purchasing program and meetings with packag­ cility. M icrolife USA was contracted to sort, re­ collected for recycling. ganic waste (food waste, paper, and cardboard) ing generators, including Food and Beverage cycle, and compost the mixed waste collected from the green bags. was shredded and transported to a composting site in Conyers, Georgia.

n t Z A * DENISE CHAPMAN • GEORGE L CHAPMAN * DEORtyy^CHAPMAN*GILLETTI^A C H A P IN ‘ JAMES^^HAPM^ uD'cflHAPMAN'i'Ma'ry'v c'hAPMA^''-^^ATTHEW^^ • MICHAEL A EHAPM*^ ^ 255 2 5 4 m "fc't.^ïI'^c'irA^PMTN^ M ^C ^E°"w Ch\Vm^^ ' ° CHAPMAN • SHE W CHAPMAN • SUELLEN B CHAPMAN • TREVOL M

Source : Bibliothèque du CIO / IOC Library CHAPTER FOURTEEN / LOGISTICS ATLANTA 1996 / PLANNING AND ORGANIZING

In addition, approximately 500,000 wooden sisted w ith ensuring the employee was granted that adhered to AGOG's Look of the Games, Information from the VBT was entered into pallets and 50 tons of scrap metal generated the accreditation privileges necessary to ac­ AOB needs, and post-Games disposal strategies. the VPD, so locations could be assigned spe­ from warehouse operations were recycled. The complish his or her task. A tracking report was M M&P was the prim ary liaison between cific FF&E. W ith in this database, totals were Atlanta Food Bank organized a program to re­ developed by Logistics to monitor the progress P&GA and AGOP. Total FF&E estimates were completed for each item required for venue trieve surplus food from Olympic venues to of its employment applications. used by the Financial Services Department to operations. W ith this information, additional feed the homeless and hungry. This group col­ Because Logistics staff, including contractors, forecast the funds necessary to procure assets. requisitioning was performed for individual lected 459,011 lbs (208,207 kg) of food. needed access to all areas w ithin all venues, ob­ MM&P worked with P&GA to develop sourcing venues and supply/demand analyses were (For an overall summary o f recycling and com­ taining these privileges was challenging to the strategies and order-processing plans based on completed to compare existing inventory posting during the Olympic Games, see Figure 3. The accreditation system. Since unlim ited access lead time, and a budget was allocated for pur­ levels with anticipated demand. results include the seven-day period that was not op­ was highly sought after, any such request was chasing items. The AGOG Financial Accounting System intensely scmtinized. Logistics had to assist the As part of the data collection process, erational.) was used for requisitioning, purchase order de­ Accreditation Department with granting the MM&P met with each VM and VLM to deter­ velopment, receiving, distribution, and disso­ necessary privileges for Logistics crew members. | mine baseline FF&E requirements using the lution. Other software utilized by Logistics in­ B u d g e t a n d A dministration The Logistics accreditation effort became a venue baseline tool (VBT). This process pro­ cluded inventory management and sales order Personnel in this area were responsible for the 24-hour operation in early July in order to vided the information Logistics required to co­ processing. Inventory management was used Logistics Department's internal administration. process the large number of staff needing badg- ordinate and allocate VIK and purchased mate­ as an inventory control tool. Sales order pro­ This included budgeting, staffing, and special­ ing. Large groups of Logistics contractors, ven­ rials so as to allow the maximum utilization of cessing was used during test events to transfer ized contracted equipm ent and services. dors, or employees were processed at one time. AGOG assets and funds. Materials were tracked materials from the warehouse to the venues To support access control. Venue Management through identification, sourcing, requisition­ and for the disposition of assets following the Budget issued temporary tags, w hich were adhesive- ing, purchasing, and receiving. A catalog of O lym pic Games. The Logistics Budget subdivision managed backed stickers to be placed on the AGOG-is- standard items was developed as a guide for During Games-time, MM&P provided sup­ the department's contracting and financial com­ sued badge. However, some staff that had valid venue personnel to determine functional area port to areas that required it. Staff reallocated mitments. It also worked w ith various AGOG Fi­ AGOG badges w ith proper zone access were operational requirements. assets, particularly golf carts, as usage patterns nancial Services divisions to ensure tim ely and denied access if the temporary tag was not at­ To ensure an adequate supply of equipment and operational needs at venues were clarified, cost-effective acquisition of needed items. tached. Staffing became more manageable such as portable lighting, forklifts, and trucks, and assisted w ith the linen and laundry distri­ In late 1992, the proposed Logistics budget, shortly before the Games, although accredita­ the department reviewed prospective suppliers bution operation. Materials Management also completed with computer software used to plan tio n and security issues caused many unneces­ and negotiated its needs w ith the preferred supported athlete luggage handling during warehousing, transportation loads, and routes, sary delays. vendor. Some items were supplied through peak days and helped define roles and respon­ was submitted. As Logistics was restmctured, a Olympic sponsor agreements, including bicy­ sibilities related to initial venue recovery. Materials Management and Planning new budget was presented to the COO in 1995. cles, boats, farm equipment, freight forwarding, Exposition Group During Games-time, the Logistics budget An integral part of Logistics was the Materials generators, golf carts, lawn and garden equip­ was jointly managed from the Logistics com­ Management and Planning (MM&P) subdivi­ ment, linens, maintenance equipment, and The Exposition Group subdivision of the mand center and by the Financial Services o ffi­ sion. This area compiled material requirements waste receptacles. Logistics Department was the liaison between into a single data set used for modeling budgets The program checklist from Venue Manage­ cer at each venue. the Logistics Department and the Greyhound and procuring services and marketing com m it­ ment was imported on the VBT system and in­ Exposition Services (GES) division of the Dial Staffing ments. Data collection was done through the cluded a prearranged code for each functional Gorporation, w hich was the exposition services This subdivision was responsible for recruit­ Logistics MM&P project team, in collaboration area and location w ithin the venue. The VBT Olympic sponsor. It negotiated with GES to se­ ing the thousands of candidates needed to with the Procurement and Gontract Administra­ was divided into four segments: AGOG infor­ cure the most cost-efficient equipment and ser­ staff the venues and warehouses. W ith AGOG tion (P&GA) and Internal Auditing divisions of mation, construction information, furniture, vices, such as carpeting and draping, and su­ Hum an Resources and Accreditation, Staffing Financial Services, Operations, Technology, and and equipment. pervised the ordering, delivery, installation, attempted to streamline processing and thus Venue Management. Once completed, the information for all and dismantling of GES equipment in venues reduce the time needed between identifying a This subdivision assessed overall AGOG ma­ venues was given to the M M&P team to provide with the exception of the MPG and the Olympic suitable candidate and actual employment. terial requirements for all venues and planned accurate numbers for acquisition of FF&E re­ Village, which were handled independently. Ad- Once individuals were employed. Staffing as­ the most efficient utilization of assets and quired at all venues. These numbers were then AGOG purchasing funds. It also developed stan­ used in requisitioning materials for Games-time. dards for material requirements at all venues

SHASTAiN El • CARL CHASE JR • HENRY H CHASE JR . AMY A CHASTAIN . ANN RR CHASTAIN • BRADLEY J CHASTAIN • CASEY CHASTAIN • CATHERINE M CHASTAIN • CHARLES L Ta in . s h i r l f v • j a y s c h a s t a in • j o n i c h a s t a in • k e i t h c c h a s t a in • l i n d a a CHASTAIN • LORI L CHASTAIN • MARION S CHASTAIN • OLIVER J CHASTAIN • SAMUEL H CHAS- 257 256 >-tY j CHASTAIN . VERONICA N CHASTAIN • ANAM CHASTEEN • CAMILLE J CHASTEEN • RAYMONDR M CHATEAU • PATRICK H CHATELAIN ♦ RICHARD C CHATHAM • STEVEN P CHATHAM •

Source : Bibliothèque du CIO / IOC Library CHAPTER FOURTEEN / LOGISTICS ATLANTA 1996 / PLANNING AND ORGANIZING

1200-0600 with enough clean linen to evenly broker, and the ACOG Sports Department. As a ditionally, this group provided logistics man­ requirements were refined and reassessed for exchange items at all venues on its particular result of this meeting, a procedural manual agement at Centennial Olympic Park and the accuracy and savings opportunities. route. was developed. sponsor villages at Olympic Stadium and Stone In spring 1996, the Medical Services De­ After all venues closed, all linen was col­ The customs broker chartered aircrafts to M ountain Park, because of the major role GES partment received a donation of disposable lected and returned to the DDC where it was transport the animals, contracted for ground had at these venues. towels and sheets from a vendor, elim inating consolidated, cleaned, packaged, and sold to a When GES became a sponsor, Logistics and the need for any laundering or resupply of transport for the horses to acclimation farms contractor. GES immediately began negotiations to estab­ medical linens. Medical Services and Logistics and the Georgia International Horse Park, determined initial linen quantities for each managed a reservation system in conjunction lish services and pricing. After consulting w ith Athlete Luggage Handling Venue Management, MM&P, and VLM, the or­ venue and only resupplied as needed. with two professional grooms' firms, and co­ Originally, handling athlete luggage was the ders for exposition services were placed by the Outlying venues also did not require resupply ordinated procedures for the federal agencies responsibility of ACOG's Transportation De­ upon arrival of an aircraft. The existing equine Exposition Group. from the centralized laundry system, as it was partm ent w ith the assistance of Logistics for To establish consistency w ithin venues, the not cost-effective. The VLMs at each of these facility at Hartsfield International Airport was excess or oversized items. only certified by the USDA for export, so Lo­ VLM became the single point of contact w ith the venues arranged service w ith a local launderer. When athletes began arriving in Atlanta, it Exposition Group for subsequent venue needs. Soiled linens were delivered to the laundry gistics employed an architectural firm and and returned to the venues after cleaning. became apparent that more logistical support contractors to modify this facility for import Linen/Laundry Clean linen was delivered to the Village and was required for athlete luggage handling, in­ and quarantine. cluding the delivery of lost luggage. The Logis­ Five AGOG departments identified a re­ the DDC, to handle the volume and address The Games-time operations of Equine Quar­ tics Department contributed that support. quirement for clean linens such as towels, security concerns. A dedicated route estab­ antine began in early June 1996 to comply with This multivehicle operation, with staff mem­ the 30-day acclimation period recommended sheets, p illo w cases, and blankets as an im por­ lished between the Village and the laundry op­ bers accredited for access to the Village, sup­ tant part of their operations: Accommodations, erated between 1200-0600. To maintain proper for horses participating in competition. Most in ­ ported athlete luggage handling. Luggage was Medical Services, the O lym pic Village, Sports, inventories, an area in the Village was used as bound charter flights were scheduled to arrive monitored as it was screened and vehicles were at 0300 to avoid hot temperatures. Flight ar­ and Venue Management. an internal linen distribution center. allocated if needed. Buses carrying athletes and The needs of Accommodations and the Vil­ For all other venues, the DDC served as the rivals were coordinated with Hartsfield Interna­ trucks carrying their luggage attempted to de­ lage accounted for approximately 90 percent of distribution center. This operation separated tional Airport officials, who arranged to close a part for the Village at the same time. Problems runway during unloading. After INS officers all requirements. The budget was part of the venues in to accommodation sites or com peti­ Equestrian events required with this new operation, such as the delay of the importation of horses, Logistics Department and the primary plan­ tio n and training sites. boarded the aircraft to inspect the documenta­ luggage sorting, were corrected over several which necessitated ning and operating responsibilities were di­ Control tickets were attached to the GBHL- tion of passengers, the horses were unloaded, establishing facilities and supplied laundry carts, w hich recorded the days, and the operation worked well. removed from the shipping containers, and vided between the Village and Logistics. procedures for equine Logistics established an office in the Village taken inside the quarantine facility to be exam­ The Olympic Village, which had the great­ type and amount of soiled linen being sent for quarantine and testing. and successfully developed and implemented est linen needs, estimated its linen require­ cleaning by each respective site. These tickets ined by USDA veterinarians for parasites and a plan for handling athlete departures from ments based on the expected number of beds were photocopied at the DDC and used as a blood testing for Piroplasmosis, an equine dis­ the Village. used, level of service provided, and sport-by- cross-check for the next day's clean linen to be ease. ACOG staff then took the horses to their returned to the site. The carts were sent by stalls, where they remained u n til blood tests sport models of competition and training Equine Quarantine based on the number of athletes participating semi-trailer to the laundry, where linens were were completed. Logistics assumed responsibility for horse Meanwhile, in the customs facility, officers at a given venue on a given day. sorted and cleaned. The carts were reloaded import, quarantine, and export in late 1995. A licensing agreement was reached w ith with clean linen per the control tickets. At the of the USDA Animal-Plant Health Inspection An initial meeting was held with representa­ Fieldcrest Cannon whereby ACOG would re­ DDC, the clean linens were checked twice per Service and a US Customs officer inspected tives from all entities involved, including the ceive linen products based on the forecasted the control tickets and loaded onto trucks for grooms' articles for illegal plants, food, or Animal-Plant Health Inspection Service d iv i­ needs. ACOG contracted the service of launder­ delivery that evening. other items. Once cleared, the grooms pro­ sion of the USDA, US Customs, US Immigra­ ing the massive amount of linens to the Georgia Five daily competition venue routes and ceeded to nearby accommodations to await the tion and Naturalization Service (INS), Georgia results of the equine blood test. Baptist Hospital Laundry Service (GBHL). two alternating day training-site routes were Department of Agriculture, the two major air­ As the Village's expected occupancy levels established, also based on geography and ex­ lines that specialize in equine charters, Harts- rose, accommodation sites changed, and com­ pected volumes. Trucks left the DDC between field International Airport, ACOG's customs petition schedules and sites were revisited, the 1200-0600 with enough clean linen to evenly exchange items at all venues on its particular route.

MADELINE OHATLA,N • DANA H CHATMAN • TANIA E CHATMAN - a BHUIT R CHAU^^^^^ SîîiüSSllVHXvAT’ilAN^KDR 259 258 S“ c 5 a ;«A ilfA'tTA'iyGKuV^i^A'lTi l T' c SÎ ' JEFFREY D CHEATHAM • DAVID S CHEER • DREXEL S CHEEK • JANICE M CHEEK • JOHN

Source : Bibliothèque du CIO / IOC Library 9 'i-

horse was not released from quarantine as a re­ ■ The airline charter process must be suffi­ sult of a positive blood test and was eventually ciently communicated so that relevant govern­ returned to its country of origin. ment agencies can be notified and personnel Export procedures were less rigorous. US and equipment available to clear and unload government regulations require only a five- the planes. hour rest period for horses prior to their ex­ ■ The exit process from the Olympic Village Y port. The USDA certified the Horse Park as a needs to be planned in as much detail as the temporary export facility, from which the arrival process. Regulations on baggage han­ horses were taken to their aircrafts. dling and outbound charters need to be em­ phasized and the distinction between freight and luggage needs to be clearly defined. Conclusions a n d R ecommendations ■ The asset management plan needs to In ­ The accumulation of required material, careful clude a fully developed recovery component. \ m : inventory management, venue delivery and in­ M a r k e t in g / ACOP stallation, and the development of a complete Venue Logistics recovery plan are the main elements of a suc­ ■ Centralization of a function should be or­ cessful logistics department. Prior to the ganization-wide. Duplication of services by in­ Games, the amount of materials expected and dividual departments during Games-time can the warehouse space necessary to support it cause problems. can only be estimated, as actual needs are not ■ Storage of empty packing cartons and ma­ documented by departments until venue occu­ terials is important to large constituent groups pation. This necessitated supplying depart­ such as the broadcasters and press media. ments with standard kits of FF&E and called Keeping these materials on-site would allow upon Logistics staff to be prepared to meet ad­ for prepacking and expedite the exit process. ditional needs during Games-time. The following recommendations are offered Waste Management to future organizing committees. ■ The planning offices for important con­ tracted services should be located in proximity Logistical Support to the function to facilitate communication. ■ The MM&P function needs to occur before Distance and isolation can disrupt the flow of a thorough assessment of the warehousing re­ some venue operation-related information. quirement can be made. When evaluating po­ ■ The degree of public relations support for tential warehouse facilities, the location and the environmental program corresponds di­ total cost of refurbishing the facility should be rectly to its success. the primary considerations. ■ The venue cleaning program should be di­ ■ To make the warehousing task more effi­ rected by the venue management function. cient, a simple, user-friendly software system for tracking all materials must be implemented early. Administration ■ Standardize materials and supplies, to the ■ Close coordination with Accreditation, greatest extent possible, for efficiency, consis­ H um an Resources, and Security is required to tency, and cost containment. provide all needed access for personnel and ■ The designated freight forwarder/customs deliveries. broker should be chosen early in the organiz­ ing process and should be integrated into the logistics process across all departments to en­ sure legal compliance and consistency of infor­ m ation and services.

III » Atlanta 1996,

CHEOUR • DAVID BCHERENZIA ♦ BETSY M CHERIAN • MARISA D CHER- E R R Y • E M IL Y G C H E R R Y » G E RR Y A C H E R R Y «JA M E S R C H E R R Y • LARRY 260 'HAROLDT R CHESHIRE* RON S CHESHIRE «5• SILVIACHESKES • SYLVIECHESNEAU

Y Y

Source : Bibliothèque du CIO / IOC Library CHAPTER FIFTEEN / MARKETI N G / ACOP

The joint venture agreement did not allow with the Olympic Movement, and use that as­ the USOC to use, market, or sell ACOG marks sociation to enhance their businesses. In 1991, without sharing the profits with ACOG, and McKinsey and Company produced a compre­ ACOG could not use, market, or sell USOC hensive market research report profiling com­ marks without sharing the profits with the panies that had made major advertising and USOC. Staff and related expenses were to be promotional commitments in the past. The C h a p t e r F if t e e n shared in the same proportion as the revenue sales plan was to approach these companies split. and propose that they acquire Olympic Games/US team rights as a strategic invest­ MARKETING / ACOP O rganization ment that would allow them to participate in a comprehensive total marketing program. In order to facilitate and implement a success­ Such a program required identifying which VERVIEW— Atlanta Centennial Olympic both programs collaborated on the sale and ful marketing program, ACOP staff was divided key constituents would be affected by M a r k e t i n g / ACOP Properties (ACOP) was created on 14 June distribution of products. Similarly, charitable into six divisions: Sponsor Sales, Sponsor Sup­ Olympic-related marketing activities and the EMPLOYEES O 1991 as a jo in t marketing program between fund-raising, lottery and license plate pro­ port, Licensing, New Market Development, objectives that were to be achieved. For busi­ Date Staff Number the USOC and ACOG. In the 1990 Host City grams, and certain other local or specialized Olympic Program, and Marketing Operations. ness constituents, marketing opportunities December 1993 60 Contract with the IOC, the USOC and the or­ programs were developed separately by the were typically consumers, distribution chan­ two entities, but marketed together. The result Staffing January 1996 75 ganizing committee were required to, "cooper­ nels (distributors or retailers), suppliers to the of the jo in t venture was the most successful After the consummation of the joint venture July 1996 80 ate fully so that there is only one joint mar­ company, and employees. The purchase of a keting program between them." The intent of marketing program in Olympic history. agreement in late 1991, ACOP began to estab­ sponsorship allowed companies to: Note: These staff numbers do not this requirement was to establish and imple­ lish its focus and assemble its staff. In spring ■ launch and showcase new products; include contract, VIK, and volunteer Early Activities personnel. ment a program to market the right to use 1992, a chief marketing officer, vice presidents, ■ cultivate new market segments; Olympic marks, license the sale of Olympic ACOP was required, per the 14 June agree­ and administrative staff began the develop­ ■ alter or shape corporate image; merchandise worldwide in a manner consis­ ment, to develop its marketing plan by 1 Octo­ ment of the detailed operations plan. ■ motivate/incite employees; and tent with the spirit and image of the Olympic ber 1991. The plan was designed to generate By January 1993, the ACOP staff expanded ■ develop unique Games-time hospitality Games and Olympic Movement, engage in m axim um revenues for the Games, USOC, and to include directors for New Market Develop­ programs for key customers, suppliers, and marketing activities to raise revenue to sup­ ACOG, and to reduce market confusion by col­ ment, Marketing Operations, Licensing, and other constituents. Atlanta 1996 port the US Olympic team and the 1996 lecting and packaging together as many Sponsor Support. The size of investment required to acquire Games, and avoid the creation of competing Olympic-related marketing opportunities as Volunteer, paid, and loaned personnel at the sponsorship rights and benefits necessitated ACOG and USOC programs that could lead to possible for coordinated presentation to poten­ end of 1995 totaled 97. The Games-time organi­ that ACOP articulate to potential sponsors sponsor conflicts and marketplace clutter. tial sponsors, licensees, and suppliers. zation was staffed by ACOP personnel and vol­ how the Olympic association could be inte­ ACOP's mission was to raise a substantial ACOP developed and implemented ade­ unteers added to the Sponsor Support division. grated advantageously into their present mar­ portion of the funding for the Centennial quate procedures that ensured Olympic marks After the Games, a small staff remained to keting strategies and plans. Olympic Games and the 1994 and 1996 US were used in conjunction with high-quality conclude ACOP activities and to transfer re­ Market research data and testimonials of USA Olympic teams through the sale of sponsor­ products and services and were consistent w ith maining responsibilities to ACOG and the companies involved with prior Games demon­ ships, licensing, and other fund-raising pro­ the image of the Olympic Movement. USOC; the legal conclusion of the venture was strated a virtu a lly universal awareness of grams. ACOP presented a single, unified mar­ ACOP was managed jo in tly by the ACOG effective 31 December 1996. Olympic trademarks, and the positive way peo­ keting program for the 1996 Games and the CEO and a USOC co-chair, who together estab­ ple view the Games regardless of their gender. lished the policies and managed and supervised 36 u se 380 US Olympic teams. Sponsor Sales Sponsorship programs were developed and the operations of the program. ACOG's CEO was The ACOP logo implemented by ACOP, including participation responsible for the daily implementation of the The Sponsor Sales division was responsible for incorporated the ACOG torch mark logo and the in the IOC's international marketing program, marketing plan, provided that he jo in tly manage developing the base of companies that would USOC logo. The Olym pic Programme (TOP) III, and the na­ the execution of sponsorship, supplier, licensee, invest to acquire the right to be associated tional partners program. Centennial Olympic contributor, and similar agreements with the Partners (COP). Licensing programs were di­ USOC co-chair and USOC president. vided however, as ACOP managed ACOG marks licensing, while the USOC managed the licensing of its marks separately. However,

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Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER FIFTEEN / MARKETING/ACOP

Olympic Programme III, hereafter referred to race, age, income, or education, thus convinc­ B General Motors sponsorship investment determined the quan­ as TOP. TOP sponsors were given worldwide ing companies of the positive return-on-invest- ■ BMW tity of benefits provided. Typically, a TOP or rights in all countries which had NOCs partici­ ment potential resulting from sponsorships. In ■ H oliday Inn COP sponsor would have access to 400 hotel support of sponsor investments, the most com­ pating in the program. ■ Avon rooms, with two Opening and Closing Cere­ ACOP was not authorized to grant the right prehensive sponsor services program ever de­ ■ Nissan monies tickets per room and four event tickets to use Olympic marks in connection with any veloped was created. ■ W orld Travel Partners per day per room, with a 1:1 ratio of tickets for product category included in TOP, and any rev­ ■ Texaco USA high-demand and low-demand events. Sponsors Worldwide Sponsors, Centennial Games enue received in connection with TOP was ■ International Paper were allowed to select their accommodations in Corporate logos were Partners, and Sponsors deemed revenue to ACOG and not ACOP. ■ American Gas Association the order in w hich they signed as a sponsor. displayed frequently to The Host City Contract required that ACOP ACOP participated in all discussions and nego­ ® The Dial Corporation recognize the important Additionally, TOP and COP sponsors were al­ tiations with the IOC concerning TOP sponsors ■ Textron support provided in the participate w ith the IOC in the process of mar­ lowed to acquire space in the three sponsor hos­ and provided marketing services for them. staging of the Games. keting the international sponsorships of The ■ General M ills pitality villages, built to provide high-quality fa­ The following 10 companies were the TOP ■ Brunswick Corporation sponsors for the 1992-1996 quadrennium. ■ M errill Lynch CENTENNIAL WORLDWIDE OLYMPIC ■ The Coca-Cola Company ■ WXIA-TV S p o n s o r s PARTNERS ■ Eastman Kodak Company Sponsor Rights and Benefits. As a result of NcrtionsBank ■ VISA their investment, companies acquired a com­ ■ Bausch & Lomb prehensive set of rights and benefits as part of S u p p o rtin g ■ Xerox their association with the Olympic Movement. I the Centennial ■ Sports IIIustrated/TIME International Defined sponsorship rights provided sponsors Olympic games ■ Panasonic access to Olympic marks, designations, sym­ ■ IBM bols, and imagery for use in conjunction w ith ■ John Hancock BAUSCH business activities. Depending on the type of &LOMB ■ UPS sponsorship, the marks could include the IOC The national partnership program—Centen­ five rings, the USOC five rings, the Atlanta B u d w e is e r nial Olympic Partners, hereafter referred to as torch mark logo, and the Atlanta Games mas­ COP—involved the following companies, cot, IZZY. In addition, certain phrases trade- cilities in w hich sponsors could entertain guests A symbolic representation of which had rights comparable to TOP sponsors marked by ACOG, such as Atlanta 1996, were during the Games. Sponsors were also provided the Games was presented to but for marks used exclusively within the US. also available to sponsors. each corporation providing Panasonic automobiles for executives and guests, preferred support. s u u a tc h n ■ NationsBank Approved designations varied from generic parking locations, and a certain number of ac­ ■ Sara Lee Corporation designations (official worldwide sponsor of the creditation badges that provided broad access AT8.T ■ The Home Depot 1996 O lym pic Games, official Centennial privileges and were transferable. ■ Anheuser-Busch USA Olympic Games partner, official sponsor of the Sponsors were also given the largest recog­ ADelta ■ McDonald's US Olympic team) to more company- or prod­ nition program in Olympic Games history, the Air Lines OQ9 ■ Swatch uct-specific designations (official timer of the most far-reaching sponsor protection program ■ AT&T 1996 O lym pic Games, official outfitter of the ever implemented, and the most comprehen­ ■ Delta Air Lines US Olympic team). Symbols, such as the offi­ sive and longest-available sponsor services pro­ ■ M otorola, Inc. cial pictogram o f the 1996 O lym pic Games, gram ever provided, w hich w ill be discussed SPONSORS In addition to the TOP/COP sponsor pro­ and imagery, such as the Look of the Games later in the chapter. grams, a sponsor level program was developed colors and patterns, were other rights granted Other first-time activities developed for spon­ gSensormatic H York randstad BELLSOUTH^ Georgia Power staffing services that granted, solely in the US, a more limited uniquely to sponsors for commercial programs, sors were several unique support programs, such set of rights and benefits to the following com­ such as advertising, promotions, and contests; as the Centennial History Collection and the Scientific W^- Borg-warner BlueCross VJ l A1A ta n ta A. Security Corporation panies. recognition programs; and premium items. BtueShleld ■ Sensormatic A broad, comprehensive benefits package ■ York was also created for sponsors. The size of the General Motors A v o n e™ ■ Randstad Staffing Services ■ BellSouth Corporation ® T E X A C O INTERNATIONAL ^ PAPER The Dial Corp ■ Georgia Power Company ■ Blue Cross/Blue Shield d General Mills i^ M eiilll Lynch ■ Scientific Atlanta ■ Borg-Warner Security Corporation ■ Columbia TriStar Television— Wheel of Fortune and Jeopardy!

^^CQUELYNACHiM MELISSA R CHILDRESS • RACHEL CHILDRESS • RAYMOND B CHILDRESS * BONNic • CAROLYN K CHILDS • COURTNEY H CHILDS • DEBERA L CHILDS • DEBORAH N N A N A R D G C H IS H O L M 264 ISHA C CHILDS • WILLIAM C CHILDS • MARY K CHILES • GREGORY B CH A f^N E T T B C H IS H O L M • G E R- ...... ITWOOD • LANA D CHIT- 265

Source : Bibliothèque du CIO / IOC Library CHAPTER FIFTEEN / M A R K E T 1 N G / A C O P ^ j 1_A.NTA 1996 / PLANNING AND ORGANIZING ^ W Æ to maximize their investments, and the m ulti­ History of the Olympic Games kiosk, for which LLC/Raymond; CH2M Hill; Circle Interna­ History of the Olym pic Games; and a fourth tude of Olympic organizations with which ACOP used its experience, access to information tional; Competitive Media Reporting; CTI Re­ component whereby a sponsor could create and they would need to interact. Account directors and memorabilia, and creative resources to de­ sources, Inc.; DeBoer Structures; Digital Music insert unique product or company information. were assigned to all sponsors to act as their pri­ velop a versatile display that could then be used Express; Dohring Company; Douwe Egbert; This single touch-screen kiosk was designed for Drake Beam Morin, Inc.; Exide Electronics Cor­ mary contact with Olympic organizations and sponsor use w ith smaller audiences. by all sponsors m ultiple times. poration; Fetzer; Fluke Corporation; Gallery apprise them of various Olympic-related activi­ From 1993 to 1995, Sponsor Services held Supplierships Furniture; Good Humor/Breyers; James River ties and programs in which they could partici­ numerous workshops for sponsors and licensees pate. Account directors worked with two to Companies with the capability and tradi­ Corporation; Jet Set Sports; Korbel; Kubota Cor­ that focused on Games-time operational issues five sponsor accounts, depending on the size tio n of providing operational items, resources, poration; Leisure Club International, Inc.; and methods sponsors could use to enhance and diversity of sponsor activities. One ac­ and sports equipm ent for the Olym pic Games Media One, Inc.; New Holland North America, their visibility through their sponsorships. In count director was assigned to provide support became suppliers. The supplier-level financial Inc.; Norfolk Southern Railway Company; Qzar, 1993 and 1994, Sponsor Services also conducted to the supplier companies. Through interactive commitment did not equal that required for Inc.; Reebok; Reed & Barton; Rentokil Environ­ annual workshops for the Licensing division. mental Services; Simmons Company; Stainless communication, account directors were a valu­ Sponsor Services was responsible for Image, Inc.; Vulcan Hart/Hobart; WGST; World able component of sponsors' Olym pic pro­ the marketing activities at the Color Press; and ZEP. grams, responding to sponsor requests, assimi­ Lilleham m er W inter Games. Sports Equipment Supplierships: Adolph lating appropriate resources, and introducing An ACOP office was es­ Keifer & Associates; American Athletic, Inc.; sponsors to new programs or opportunities. tablished there to Federal Sports Technologies, Inc.; Hayashi/Top support sponsors Sponsor Services Ten; Hydra Rib; Infra-Red Sauna Systems, Inc.; and their activi­ JOOLA; Mavic, Inc.; Mettler-Toledo, Inc.; Mis­ Sponsor Services was formed in 1993 to coor­ ties in Norway. tral Sports Group; Mizuno, USA; MONDO dinate the fulfillm ent of sponsor contracts with Daily marketing meet S.p.A.; Penn Racquet Sports, Inc.; Perry Sports; all AGOG functional areas. The focus of Sponsor ings were attended by the Robbins Sport Surfaces; Senoh; Sport Supply Services was to plan, manage, and communicate IOC, Lillehammer Olympic Orga­ Group, Inc.; Sunfish Laser; Taraflex; Tuf-Wear sponsors' operational support needs during the nizing Committee, and the USOC to Manufacturing, Inc.; Uesaka Iron Works; pre-Games and Games-time periods. discuss sponsor issues.

Yakima; and Yonex. Sponsor Services developed tw o distinct ex­ In 1994, the Sponsor Presence Program, de­ Artist rendering of the hibits for sponsor usage. The Centennial His­ signed to blend the Look imagery with spon­ sponsor hospitality village tory Collection, a 10,000 sq ft (930 sq m) ex­ at Olympic Stadium. Sponsor Su ppo rt sor-specific identification in high-visibility hibit of historic memorabilia collected areas, was created w ith ACOG Creative Ser­ The most comprehensive sponsor support pro­ throughout the 100 years of the modern vices. A package providing more than 400 gram ever developed was created as part of the Olympic Games, contained over 1,000 items street banners, 4,500 ft (1,372 m) of venue overall sponsor marketing plan. Since sponsor­ borrowed from collectors worldwide. The dis­ wraps, and 155 bus wraps was offered to ships required the largest investments in his­ play was portable, so sponsors could schedule TOP/COP sponsors at the November work­ Workshops were held for sponsorship rights and benefits, and therefore tory, a very comprehensive support program to use it for trade shows, conventions, corpo­ shop. Nine sponsors purchased the package. sponsors that focused on received restricted rights and benefits. For ex­ rate headquarters, plant sites, or civic fa cili­ Games-time operational ample, the official supplier of basketballs was was necessary. The Account Director Program, In 1995, the Sponsor Advisory Council for ties. The e xhibit was utilized by virtu a lly all issues and ways companies allowed to use the Games mark on its equip­ through which sponsor liaisons were man­ TOP/COP was formed to allow a senior repre­ could use their marketing aged, was developed, as was a broad strategy TOP/COP sponsors and was brought on a tour sentative from each company to meet with ment. rights to enhance their for four months in Europe, sponsored by Business Suppliers: ABF/Worldway Corpora­ that focused on three major support areas— ACOP executives for frank dialogue and issue businesses. Swatch. tion; Aggreko, Inc.; Alfred Karcher, Inc.; All­ Sponsor Services, Sponsor Protection, and resolution. Also available to sponsors was the History of sport; American Meter Company; ARAMARK; Sponsor Recognition. Sponsor Services also organized and con­ the Olympic Games, a 400 sq ft (37 sq m) inter­ Auto Desk, Inc.; Beaulieu of America, Inc.; ducted a five-day venue tour for all sponsors in Account Director Program active, traveling m ultim edia kiosk that featured; Brother International Corporation (USA); Buck- Great Moments in Olym pic History; the Atlanta head Beef Company, Inc.; Carolina Handling; The Account Director Program was im ple­ mented in 1992 in recognition of the scale and Centennial Games—Background, Plans, and scope of activities sponsors would be pursuing Video Interviews w ith Games Executives; the

j^ O O D . LAU r Î^M * CHONZENA • BEE-YIAN CHOO • MICKEY CHOOTHESA • KATHRYN LCHOQUETTE • ANNE L CHORCHES • VICKI LCHORMAN • LEWIS C CHOSE- CFIr i s t e n s e n . A N N E • E L A IN E K C H O W ♦ W ALTER K C H OW • M A R IE TTA P C H O Y C E • R O B B IE E C H R IS H O N • BARB A R A A C H R IS T • A L- 267 266 NE P CHRISTENSEN • CATHERINE A CHRISTENSEN • GARRETT S CHRISTENSEN • LAWRENCE J CHRISTENSEN «LORI L CHRISTENSEN • PEGGY A CHRISTENSEN •

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER FIFTEEN / MARKETING/ACOP

Bimonthly vendor integration meetings were May 1996. Sponsors were given an extensive National Pre-Games Strategy. A historical public opinion research to evaluate whether held with all primary vendors that would be tour of every venue, including tours of sponsor : evaluation revealed that the general public was ads were confusing or misleading, as prépara working in the villages along with the architect parking and venue access locations. ; not aware that ambush marketing is inappro tory work for developing plans for legal action, Sponsor Hospitality Villages. Sponsor Ser­ and Sponsor Services staff. I priate and illegal. Altering the incidence of and if necessary. An advertising agency prepared Site preparation and construction began on vices developed the three TOP/COP sponsor public attitude toward ambush programs re­ several ads to run in major media that would the center village in A pril 1996. Since no site hospitality villages for which ACOP was con­ quired portraying the problem more visibly specifically identify companies engaging in preparation was required for the stadium vil­ and clearly. tractually responsible—at Olympic Center, ambush marketing if they persisted after notifi lage, its preparation began on 1 June 1996, Olym pic Stadium, and Stone M ountain Park. A document was created that described the cation. Additionally, outside legal counsel, and the Stone Mountain Park village began on Site selection and prelim inary designs were legal problems incurred from unauthorized use which had been actively involved with the 8 July. After the Games, all three villages were completed in late 1994. In the final designs, of Olympic marks, designations, and imagery preparatory work during the 24 months pre­ the center village, which was next to Centen­ dismantled w ith in three weeks. vis-a-vis the US Amateur Sports Act, and the il ceding the Games, was commissioned to work The result of the m ultiyear planning process nial Olym pic Park, and the stadium village legality of intentionally confusing or mislead­ quickly and directly on any such activities. I was a Games-time hospitality program larger h were each nearly 5 acres (2 ha) in area and in ­ ing the public through advertising. The docu­ This Games-time action plan, which com­ than any conducted previously for any major cluded multiple structures. ment also described how, through embarking plemented the pre-Games awareness/preven­ event, and it achieved unparalleled success. The Stone M ountain Park village was a sin­ on an ambush campaign, a company ulti­ tion campaign, was provided to various media, gle 30,000 sq ft (2,790 sq m) tent, with dining Sponsor response to the quality of the hospi­ mately disempowers the entire Olympic Move­ which supported and broadly covered the ef­ facilities, bars, and television viewing areas. A tality program and the thoroughness and effi­ ment and the athletes it claims to support. The forts. This program resulted in cooperation ciency of the programs within it was a reflec­ marketing club was located in both the center document focused on those illegal and unde­ from many agencies and corporations. Individ­ and stadium villages. Eighteen of the 19 spon­ tion of the commitment ACOP made to assist sirable actions within the context of the code uals were more aware of whether or not a com­ sors participated, as did the IOC. The m ini­ sponsors in maximizing their investments. of ethics by w hich businesses and advertising pany was legitim ately associated w ith the mum purchase provided 2,000 sq ft (186 sq m) agencies guide their policies and activities, Games or the US Olympic team. The result of Sponsor Protection that was customized in both the center and thus making them more apparent to the public the efforts was virtually no ambush activity stadium villages, general access to the Stone Sponsor Protection was responsible for en­ and corporations. occurring in the country. Mountain Park village, and an associated suring that sponsors' rights were not compro­ With the plan developed, the next step in A tlanta Games Strategy. Much attention am enity package. Sponsors could expand their mised by competitors w hich m ight try to create spreading broad awareness was m ailing a letter was devoted to planning for problems that customized facilities at the center village by the impression that they were connected with to more than 1,000 advertising and public rela­ could arise in Atlanta during the Games. D ur­ leasing additional area. The largest individual the Olympic Movement, and for monitoring tions agencies that defined the problem and ing the years preceding the Games, a compre­ sponsor facility was a 10,000 sq ft (930 sq m) and correcting any attempts to use Olympic-re­ asked them to rethink pursuing such activities hensive inventory of all billboard locations; hospitality tent. lated marks, designations, or imagery that vio­ with clients which were not Olympic sponsors. large, highly visible buildings; and other high- Prelim inary research for potential suppliers lated the US Amateur Sports Act. W ith the an­ A multimonth media interview campaign profile advertisement locations was incorpo­ o f the products and services required to build ticipated size of the Centennial Olympic Games including major trade magazines and local rated in to a computer database. and operate these villages began in January and the high regard the US holds for the and national press followed. These efforts re­ This information, in conjunction with the 1995. This process was assisted by procuring Olym pic Games, it became apparent that pro­ sulted in some excellent features by the media ongoing ambush marketing communications some of these services through marketing sup- tecting the rights for which sponsors had made that started 18 months before the Games and with major outdoor advertising companies, plierships. Two primary supplierships were De­ significant investments would be challenging. increased in frequency and intensity as the placed ACOP in a position to monitor activi­ Boer, w hich provided structures, and Aggreko, Celebrating the 100* anniversary of the Games approached. This was supplemented by ties via these very visible means of public com­ which supplied air-conditioning and power Olympic Movement in the US created the ex­ many interviews on network and cable televi­ munication. As a result of this preparatory distribution. treme potential for ambush marketing. sion that provided even more information. work, ACOP was able to respond rapidly to ad­ During 1995, Sponsor Services focused on In 1992, after evaluating historical ambush In addition, the media was made aware of vertisements that encroached or confused the three main areas: planning for the construction m arketing problems at the O lym pic Games other preparations to protect sponsors during public and correct the situations. and dismantling of the villages, planning their and other major sports-related events in the the Games. A media tracking firm was em­ The other major Games-time activity was operation, and managing a matrix of commit­ US, a strategy was developed comprising a na­ ployed to identify any unauthorized televi­ the challenge of ensuring no ambush activity ments of ACOG departments responsible for de­ tional strategy, an Atlanta Games-time strategy, sion, radio, and print ads by nonsponsors. livering services to sponsors during Games-time. and other enforcement activities. A market research firm was used to conduct

p C H R IS T IA N • KAYEG “•"MAM KARIN N CHRISTENSON • ROBERT E Cl CHRISTIE* 268 CHRISTIAN • KIMBERLY N CHRISTIAN ■ TIAN • TV O CHRISTIAN • FELICIA CH 269

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER FIFTEEN / MARKETING/ACOP ■m

Advertising. Through various advertising took place in and around the competition Public Relations. During the pre-Games pe­ as pre-feature film ads in movie theaters. media, an image recognition strategy was de­ venues. A venue marketing team was at each riod, Public Relations staff provided services di­ Another significant type of advertising was vised in 1993 that necessitated a print cam­ of the 31 competition venues during every rected at raising sponsor visibility. They arranged placing TOP/COP sponsor print ads on bill­ paign during the 1994 O lym pic W inter Games competitive session. Teams worked w ith Secu­ major press briefings to announce sponsorships boards around Atlanta immediately before and with a focus on the TOP and COP sponsors. rity to prevent items from entering the venues, and coordinated Sponsor Recognition press re­ during the Games. Through the generous bill­ This first advertising campaign included 12 and with Venue Management to ensure no or­ leases to business and Olympic media. In addi­ board space contributed by an outdoor adver­ pages of advertisements that appeared in Sports chestrated ambush activity occurred during the tion, Public Relations provided assistance and tising company, sponsor messages were con­ Illustrated (SI) over a three-week period. The competitions. Such activity could potentially Olympic Games/US Olympic team materials for veyed to spectators visiting Atlanta. ads featured pictures of athletes with the un­ occur through numerous means, such as flags, sponsor-specific events as requested. Games-Time. During the Games, the objec­ derlying theme that sponsors were partners to placards, visors, seat cushions, and drink con­ A special program designed by Public Rela­ tive was to recognize sponsors with extensive, the athletes and the Games. tainers. To staff such an endeavor, 175 volun­ tions was the Sponsor Demonstration and high-profile visibility to spectators attending The second advertisement campaign, that teers were recruited and provided w ith a com­ Seminar Program. The program, held in Atlanta, competitions. Every competition venue was began in late 1994 and continued through prehensive training program. Chicago, and New York during 1996, included Enforcement Activities. Sponsor Protection in v itin g the press to seminars w hich featured 1995, showed an athlete as the centerpiece, framed by each TOP and COP sponsor logo continuously worked with the USOC to enforce sponsors headquartered in their geographic and a short vignette about the sponsor. The its rights granted under the US Amateur Sports areas. Sponsors designed space at seminar lo ­ vignettes were written by the TOP/COP spon­ Act. Throughout four years, more than 16,000 cations in order to demonstrate to the press sors and focused on their individual Olympic- telephone calls were received and over 3,900 the products and services defined by their related messages. The campaign included 22 cease-and-desist letters sent, most frequently sponsor category. During the session, a senior pages of advertising that were printed for sev­ to businesses across the country unaware they executive from each participating sponsor OLYMPIC GAMES eral months in Fortune, People, Southern Living, were violating federal law. Typically, a positive spoke for five minutes to outline why it had Sports Illustrated, and Time’s Man of the Year response followed notification. Rarely, when become a sponsor and how it was using that publication. this did not occur, stronger legal action was sponsorship to meet business objectives. Additionally, four workshops were held for The th ird ad campaign was the 1996 pre- taken. Another activity conducted w ith the USOC sponsors' public relations staffs. These sessions Games/Games-time emphasis program, which was working with US Customs to prevent unau­ focused on maximizing the public relations had two versions. One featured the logos of thorized merchandise from entering the coun­ value of the sponsorship and exposing them the TOP and COP sponsors, and the other, the logos of all sponsor family members. The pro­ try. A training program for US Customs was de­ to available resources and assets. gram appeared 18 times within the publica­ veloped and presented 68 times to customs Public Relations also provided news releases tions mentioned above. agents at the ports of entry, resulting in their that focused on situations where a sponsor was involved directly in an operational aspect A series of television ads was also developed full attention and cooperation. surveyed to determine which locations would ACOP demonstrated of staging the Games. This not only acknowl­ to create a new look at athletes in action. A spe­ provide the most exposure to the 180 specially displays of Olympic licensed Sponsor Recognition edged sponsor contributions, but also helped cial project was initiated whereby aspiring ath­ designed recognition kiosks. O f these kiosks, merchandise at major trade shows. The goal of the Sponsor Recognition divi­ validate the applied use of their products, ser­ letes in multiple sports disciplines were filmed 120 carried the logos of the TOP/COP spon­ as they prepared for the US Olym pic team. Each sion was to make the public aware that spon­ vices, and personnel. sors, and the other 60 carried the identities of sors were primarily responsible for making the Sponsors were recognized in every general athlete then did a voice overlay to describe how all 43 sponsors. The kiosks used the Look color Games possible, and therefore should be rec­ distribution publication produced by AGOG the support of sponsors made it possible for and image schemes. In addition, a profile of ognized as being unique and special because and the USOC. In addition, special stories were them to train and compete in the Games. These each sponsor was developed for lnfo'96. ads, with an overlay of the TOP and COP spon­ of this. This centrally developed program re­ published about sponsors as they were an­ nounced to provide individual as well as group sor logos, were shown as 60-second commer­ sulted in the broadest recognition program in L ic e n s in g recognition. These publications were distrib­ cials during each of the 10 NBC O lym pic Olympic Games history. uted to hundreds of thousands of people. Games special programs that began in early The objectives of ACOP's Licensing division During the Games, Public Relations orches­ 1994. This footage, available to sponsors for were to create and maximize revenues, estab­ trated a number of half-hour media briefings for use in their own commercials or video pro­ lish and sell the AGOG mark and designation sponsors to describe the various activities they jects, was also used in other video-based pro­ were participating in during the Games period. jects, such as public service ads created to run

JFw t . DEANNE CHURCH • HENRY A CHURCH • JEFFREY B CHURCH • .JOAN RCHURCH • SUSANSCHURCH • 8RIANJCHURCHEY • CATHERINE L CHURCHILL* ENNIfer KCIARRoCCA . SABRINA g c h u r c h w e l l • 271 270 PETER JCIARROCCA . JAN,S CIBÏLiKrs -.TiTRYtttæ ïÏGLt0NEEpA5fBy'iSLRYMV.‘SACrc:c'lèNEl'ÎENN’;FE''R^'5rELfJ?ALSNC,ENKp.'ÏiS¥ê,EsT^^^

Source : Bibliothèque du CIO / IOC Library CHAPTER FIFTEEN / MARKETING/ACOP

news releases during appropriate selling sea­ (brand) through licensed products, protect the Through this program, ACOP was able to ac­ sons further implemented the public relations F ig u r e l : U S M e r c h a n d is e L ic e n s e e s trademarks, and sell licensed products interna­ quire licensees at the highest rates and largest plan. Major efforts also resulted in contests in tionally. The concept was based on analysis of guarantees in O lym pic Games licensing history. ïA A W orld Class ■ Easton Events • Lion Brothers • Southern Living Sports Illustrated for Kids (SI for Kids). Embroidery Company each potential merchandise category with ACOP occupied significant exhibit space at • Lipert International, ■ Spalding Sports • Aerial Photography B EK Sports / Inc. Special Programs. The Coca-Cola Company • Speedo /Authentic plans to offer nonexclusive licenses to the best the Super Show and the National Sporting Services, Inc. Everything Kids • Lledo, Inc. Fitness Goods Association Show. During the early years, was licensed to create the ACOG Pin Society, a • Aladdin Industries, • Emerson USA companies in each category. The marketing • Logo 7, Inc. aSport Supply Group Inc. this helped establish that ACOP would con­ quality program with newsletters, a book, • Equity Marketing, strategy was to promote interest in all sports • Mack II, Inc. • Sports Image membership pins, and special sales. The suc­ • AmericanToons Inc. and Olympic themes year-round, in addition tribute serious efforts to support product sales. • Macmillan USA/ • Starline Creations, • Am inco • Essex cessful program had approximately 75,000 Frommer'sTravel to Games-time. This strategy was very success­ The retail support team visited major retail­ Inc. • Anheuser-Busch, Manufacturing Co., Guides ers and arranged vendor days. The team also members and generated significant pin sales. Inc. Inc. ful, despite the challenge of maintaining mul­ • Maggie Lyon, Inc. • Starter Corporation focused on creating promotions—point of sale Some licensees created products for the • Applause ■ Favorite Recipes • Sunbelt Marketing tiyear interest in the US. Press • Mattel materials including banners, concept shops, 1994 Lilleham m er Games for sale in the US. • A.T. Cross Group The selection criteria for licensees were • Fieldcrest Cannon, ■ MBI, Inc. More successful in northern US cities, it was a • AT&T • Sunfish Laser quality licensed products, marketing ability countertop displays, and videos designed to in­ Inc. • Michael Anthony • Avon Products, Inc. • Sure Shot crease sales for licensees and retailers; a public helpful test case for future work. Additionally, • Fine Art Ltd. Jewelers ^ -a O L Y M P I cl and experience in their category and distribu­ • Swatch (division of an ACOG store was opened in Lillehammer • Balfour ■ Milestone tion channels, and financial stability. relations and ad campaign; and multiple li­ K First Colony Coffee SMH, Inc.) s Bausch & tomb andTea Co., Inc. Publishing SHowcase that had exceptional business. • Swingster The original plan called for four collections censee workshops. • Beaulieu of • Miller / Zell, Inc. IZZY TOONS INTO TURNER • Flik Flak (division of Marketing IN T H IS The Swatch Program was among the most ISSUE of specially licensed products: authentic, kids, The public relations plan contributed to the America SMH, Inc. • Mirage ■ Swiss Army Brand program through support of the Olympic mas­ successful licensing agreements coordinated • Big Dog Sportswear • Fort, Inc. ■ Molten historic, and general. The challenge in sepa­ ■ Tag Express cot, IZZY, contacts w ith collectors, gift ideas, by ACOP. Historic marks (official posters and • Bogarz • General Mills • Mondo, S.p.A. rating the collections was that most prospec­ ■ Terry • Bridgestone Games marks from the past 100 years) en­ • Golden Harvest «Motorola Manufacturing tive licensees demanded licenses for all, which and unique products. Graphics Products ■ Moving Products The advertising plan was launched via a hanced the early stages of the program. Subse­ Technology, Inc. • The Game RETAIL ADVERTISING RUSH BEGINS ultimately were granted to shorten the selling • Group I! • Oak Hill Farms Tht ajKTtlflnx msh (sis befun fw Aullumk Olympic Games Collealon • Topline Products, - mtKhaiulise. Retailers natlonwlik ban bepm [t> fijwritwc the excllement unique feature requiring licensees to pay fees quently, Swatch designed several other collec­ • Brother and reco/nla [he mas'iHade of the Olympic Games. FuUawinj are examples process and achieve higher guarantees. Li­ Communications, ofads lhal have been approved by ACOC and run by a variety of retailers: International »One-on-One Sports Inc. into an ACOP cooperative budget which was tions that outsold the first. Swatch eventually Inc. censees typically would then direct their ef­ Corporation • Pacific RimTrading » United Innovations ■ Haddad Apparel used to fund advertising and promotion pro­ became ACOP's second highest royalty-pro­ Caps forts at the programs that would yield the ■ Brown-Forman Group, Ltd. • UPP Entertainment ducing licensee, managing successful sales Beverages • Perry Ellis (a Marketing greatest results. The total number of licensees grams to promote Olympic Games brand » Hallmark Licensing, W orldw ide division of Salant awareness that w ould benefit all licensees. programs in more than 60 countries. Inc. • USA.OPOLY, Inc. in the program in the US was 124, including • C-2 Office Gear Corporation) A number of premium promotional pro­ 11 Hanes / Hanes Her • US Gold the largest licensing agreement in Olympic Funds were also spent on trade journal ads • Pindar Press • Carlson Marketing Way • US Label through ACOP's ad agency. grams were also launched. One of the most Group, Inc. • Pittsfield Weaving ACOP produced Showcase, Games history with the Sara Lee Corporation. • High Five Ï US Playing Card successful was McDonald's Canada, Germany, • Carlton Books Company a licensing newsletter Internationally, 24 companies, distributors, The following campaigns were part of the Li­ Sportswear Company • Play-By-PlayToys & distributed regularly and Austria promotions, which included sub­ • Champion • H. M. Gousha and NOCs had licensing rights in more than censee Support Program. Novelties • Waterford Crystal, to communicate stantial savings on the purchase of caps and • Champion Jogbra • Ho Ho Art & Craft Inc. 60 countries. ■ An SI subscription was given to approxi­ • The Postcard • Cherians / Foamina International Co., • West Georgia Golf innovative programs. mately 1,000 national retailer buyers and exec­ watches. ACOP ensured the items were pro­ Factory A holographic hang-tag program was re­ USA, Inc. Inc. Company 1 « RGA Accessories, utives. Quarterly, an ACOP "wrap" was designed duced by ACOP licensees, and more than 1 • Coach • The Home Depot searched and implemented to create an au­ Inc. • WEK Enterprises and included w ith that week's issue. The wrap million ACOG watches were sold in Germany • Coca-Cola USA • The Hunter thentic, protective system and enhance the • Ralph Marlin & • Wincraft Manufacturing included information about the program, an during a two-week period. nCollect-a-Card Company, Inc. • Winner look of the products. In deference to the re­ Group Another unique promotional event in­ ■ College Concepts B Reebok International quirements of some licensees, a holographic advertisement, and the name and address of • Identity, Inc. aCopywrite Products • Yonex Company, each licensee. During that period, the advertise­ cluded the painting of a GM-sponsored race • Reed & Barton sticker was produced that could be applied to L L. C. • Imprinted Products Ltd. car with a special flag and ACOG motif. The Corporation «Responsive existing hang-tags. (For a complete list o f US ment appearing in SI was also placed in appro­ • Crystal Springs • Zak Designs sale of commemorative products from this • IMS Studio 6 Marketing, Inc. merchandise licensees, see Figure 1.) priate trade journals. Water Company • Zippo • Jonathan Grey • Salamander ■ During the 1995 holiday season, a gift race yielded successful promotional value and • Cutler Sports Manufacturing Apparel sKendall-Futuro • Salem Sportswear Licensee Support Program guide was inserted in People, SI, and other maga­ revenue. • DiscUS Sports, Inc. Company ■ The Seckinger-Lee zines. The guide contained illustrations of li­ In order to enhance exposure, ACOP li­ Company The Licensee Support Program made the li­ • Drew Pearson • L'eggs censed Mattel to produce an Olympic Barbie cense more valuable and therefore, more salable censed products, and licensees wishing to par­ ticipate paid for specific placement in the guide doll. The result was the sale of more than ■ Periodic updates to trade journals and consumer periodicals, announcements of new licensees, press kits for trade shows, and video

MARIAPCreSLINSKI-DAVIDSCIGANEKATC • RACHEL^» C^^UBERTi. JOYCE MCIMME^T0.N^CH01^SLClMMENT0.KEN|reTH^^^ 273 272 trNcA°râlvE4Çr.TîS?KR,S?ANS cfiAS P z OA n S e A ?LAC?^'fHA”R‘oN^^C^^ CLAFEEY • MATTHEW CLACETT • TAMES CEAGGETT • TOM CLA,BORNE • THOMAS S

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER FIFTEEN / MARKETING/ACOP

another country. Another first was a licensing 100,000 Barbie doll sets, as well as exceptional dren to read some of the stories, w hich were The MCC, staffed by ACOP personnel with agreement negotiated with the Chinese coverage in many consumer periodicals. displayed in the Georgia Dome prior to the assistance from other ACOG functional area F ig u r e 2 : Olympic Committee that allowed for ACOP ACOP licensed Southern Living to produce a Games. All stories were incorporated in to the staff, was in direct, constant contact w ith the I nternational marks usage on licensed products in the Peo­ L ic e n s in g direct-mail product catalog which superbly rep­ Centennial Collectibles exhibit in the Atlanta ACOG command center and the venue com­ ple's Republic of China. (For a complete list o f in­ A g r e e m e n t s resented many products. Royalties from catalog Merchandise Mart, and many children were munications center, which communicated Se­ ternational licensing agreements, see Figure 2.) sales covered catalog production expenses. able to locate their stories displayed on the curity, Sports, and Venue Management in fo r­ A ll—Korea Although the international marketing pro­ ACOP also licensed QVC, the interactive TV walls and other areas during the Games. mation, as well as other sponsor-related issues Able Pacific— Chinese Taipei gram was successful and record-setting, it did Australian Olympic sales network, to create a number of programs ACOP, with the help of Film Roman, Inc., an for dissemination to sponsors and licensees. not achieve its full potential due to the slow Committee on their shopping channel. In addition to gen­ award-winning animation studio, transformed The MCC also resolved contract infringem ent process of negotiating contracts. Avon Products—Chinese erating more product sales, AGOG became IZZY into an animated figure. A half-hour ani­ issues and sponsor hospitality logistics during Taipei, Malaysia, Saipan, mated IZZY special loaded w ith imagery and Games-Time Support. In addition to host­ Thailand more visible to consumers. the Games, and kept the ACOG command cen­ ing three receptions during the Games for li­ Billion Max— Indonesia, Hong IZZY Marketing. Creating and marketing lessons for children from the Olym pic Games ter apprised of issues from ACOP sites at the Kong, Malaysia, Singapore, was televised on TBS's Cartoon Network three censees, ACOP coordinated an effective anti­ products of the Olympic mascot, WHATIZIT, sponsor villages and the Airport Welcome Cen­ Thailand, India counterfeiting program. By contracting the presented challenges. Problems included repro­ times beginning in fall 1995. ter, as well as systemic operational problems in British Olympic Association legal and investigative work, ACOP developed ducing certain features of the figure, such as its Even before the special aired, the licensing various functional departments. Brazilian Olympic Committee a program that placed 15 teams of four (two floating lightning eyebrows and the cloud of of IZZY products had already helped him be­ Canadian Olympic investigators and two federal marshals) on the Clean Venue Program Association stars that surrounded its head. come the most widely employed mascot in streets during the Games to address counterfeit Chinese Olympic Committee In response, ACOP licensing in conjunction Olympic history. Among other IZZY products, Rule 51 of the Olympic Charter provided the there were bedding sets, hookbags, coloring merchandise. Due to the coverage plan and foundation for guidelines governing clean Coach—Chinese Taipei, w ith KidFacts, a research firm specializing in Guam, Hong Kong, the effectiveness of these teams, virtually all assessing entertainm ent concepts w ith ch il­ and activity books, party supplies, pins, plush venues for the Olym pic Games. It was ACOP's Singapore, Japan, Indonesia counterfeit merchandise found was voluntarily dren, and Sagon-Phior, a creative firm that toys, school supplies, stickers, and tableware, responsibility to implement and coordinate Deutsche Sport Marketing— surrendered to the investigators. In total, more Germany helped develop youth-oriented merchandise, as well as a fan club. A giant IZZY balloon ap­ the Clean Venue Program. Guidelines for sig­ peared in Macy's Thanksgiving Day parades than $5 m illion of counterfeit merchandise nage control were drafted and refined over a Empire International- began to research the mascot's appeal to chil­ Philippines from 1993 to 1995—each with television audi­ was removed, ensuring minimal unlicensed two-year period with the IOC and ACOG. Co­ dren. Children in focus groups throughout the Grinaker Sport Management marks use during the Games. country expressed their desire to make W HA­ ences of approximately 65 m illion people— operation and understanding from ACOG —South Africa TIZIT more youth-like. ACOG considered their and flew over Atlanta during the Games. functional areas were essential to the success Israel Olympic Committee advice and then implemented their sugges­ International Marketing. International M a r k e t in g C ommunications C e n t e r of this program. Venues were divided into four Japan Olympic Marketing Lillehammer Olympic tions. The revised character was unveiled in markets offered an opportunity for ACOP Li­ distinct areas w ith different levels of signage Organizing Committee— censing to capitalize on the worldwide enthu­ The marketing communications center (MCC) control: Level A, field of play; Level B, venue June 1993, and ACOG invited children to Norway was a resource center designed to preserve and choose its name. W ith in two weeks, children siasm that would surround the Centennial seating/stands; Level C, concourse; and Level D, Motorola—France, Germany, protect the value of the O lym pic Games spon­ in 16 countries had submitted more than Olym pic Games. The challenge was to estab­ w ithin accredited area and outside the venue. United Kingdom, Malaysia, sors' investments by providing Games-time Philippines, Singapore 3,300 names. A panel of Atlanta-area children lish agreements with the NOCs and, where ap­ A ll signage and branding visible w ith in the Nutrexpa— Spain propriate, obtain access for ACOP licensees, support for the marketing functions of Licens­ competition areas, or from the spectator seats, selected IZZY. Swatch—62 countries which would allow them to distribute products ing, Sponsor Protection, and Sponsor Services, press areas, suites or skyboxes, and broadcasting As part of the introduction of IZZY's new Sara Lee —Canada, France, as well as for the Clean Venue Program. It name and personality, Parade magazine invited in the respective countries. perspective were eliminated from the field of Hong Kong, Italy, Malaysia, began 12-hour daily operations on 1 July 1996 children to write stories featuring the character. As indicated previously, the multicountry play and venue seating/stands levels. ACOG was Puerto Rico, Philippines, to assist with pre-Games support, but operated Singapore, Spain ACOG promised to award a certificate to each Swatch agreement was the largest and most suc­ required to cover existing signage, equipment, St. Jacks—El Salvador, cessful international licensing program in 24 hours daily during the Games. participants' apparel, audio and video an­ child who wrote a story and display the stories Guatemala, Costa Rica Olympic history. Other significant milestones The mission of the MCC was to provide during the Games. More than 1,600 schools nouncements, and other miscellaneous items. Starion International— United quality customer service to sponsors by resolv­ participated, submitting more than 170,000 were arranged w ith agencies in several countries The IOC rules were that sponsor corporate Kingdom ing problems, making qualified referrals to Tycoon Enterprises— Mexico stories by Games-time. ACOG invited the US such as Germany, Mexico, and South Africa. identification in Levels C and D must be con­ other departments, and providing current sys­ US Gold—24 countries Secretary of Education and local school chil­ The agreement with Japan Olympic Marketing, nected w ith a service provided by the sponsor, Inc., also proved successful, generating a record temwide and emergency information. and that sponsor identification not connected level of royalties for an event taking place in w ith a service would be considered advertising

k r is t a l c l a r . ■ CHAD CLARK. CHARISSEVCLARK-CHARI^ETTAACUARK-CHAUNCEYRCLARK^CHERVLBCLARK^.DABNELLL^ A ^,5: ^ ^ ^ * UEIGHGCLARK • LINDA D CLARK • LISA P CLARK • LONAL CLARK* MADELINE E CLARK • MARIE F CLARK • MARK V CLARK ^'AACL^RK.PATRIC A D cIfR ^"'^;if;^"T ^.‘=^^^'^:^.*J'r^^^'^-'F‘-*’’ «*M'CHAELACLARK.MICHELLEJCLARK.NANCYBCUARK.NICOLEMCLARK.N!NARCLARK.PATRICEGC - - - 2 7 4 GODFREY CLARK • KARREN P CLARK • KATHRYN M CLARK • KATIE M CLARK • KERRIE CLAR D C LAR K P E N N Y J C LAR K • PE TER Y U lC H I CLARK • REBECCA A CLARK • REBECCA C CLARK • RICHARD D CLARK • ROBERTJ CLARK • RONALD TCLARK • RON^ 275

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING ______CHAPTER FIFTEEN / MARKETING/AGOP I t

and not be permitted. This included, but was lympic designs—a blind runner and a wheel­ The radio network consisted of more than 250 major television program syndicator. Two of not limited to, corporate or brand names on ex­ chair athlete. The clad coin designs included radio stations in over 160 cities, towns, and the most widely watched television shows in isting signage; staff uniforms; wayfinding, mer­ basketball, baseball, football, and swimming communities across the US, and also interna­ the US— Wheel o f Fortune and Jeopardy! —cre­ chandising, and food and beverage signage; designs. Each design was also m inted in two tionally over the armed forces radio network. A ated opportunities for Olympic Games/US audio announcements; and air-space restrictions, coin finishes—proof, a highly polished mirror­ new 2.5-minute program was provided daily to team visibility and marketing. which controlled the use of aircraft, including like finish, and uncirculated, a matte finish. each participating station to be aired three In addition to creating greater awareness of blimps and aircraft-trailing banners. W ith two finishes for each design, the entire times during the day. Each tape contained an the Games and generating incremental revenue set numbered 32 coins. interview conducted by Olympic gold medalist from merchandise sales, both shows also selec­ Congressional legislation allowing the Bruce Jenner w ith various people involved w ith tively featured Olympic-themed shows, includ­ N e w M arket D e v e lo p m e n t mintage of these coins included in their sale | the Centennial O lym pic Games. Each interview ing an Olympic champions week in which for­ The New Market Development division's mis­ price a built-in surcharge that varied by coin , presented different insights about the Games mer gold medalists competed against each other. sion was to pursue additional program oppor­ type. The surcharges were paid to ACOP, and ^ that ranged from historical recollection about then divided between the IOC, Atlanta Para­ memorable events to a more specific focus, tunities that would generate new revenue. The O l y m p ic Pr o g r a m Olympic Report Program and the Sound of the lympic Organizing Committee (APOC), ACOG, such as preparations for the 1996 Games. Sales Games Program were chosen and developed and the USOC. to companies that wanted to advertise in con­ The Olympic Program division was established hased on the products and services the com- Eight coin designs were released in 1995 junction w ith these broadcasts created a unique to create and maintain marketing relationships pany(ies) offered, and because they could be and the remainder were released in 1996. The new revenue flow to support the 1996 Games between ACOP and the USOC departments, implemented w ithin ACOP parameters. complete set was only offered during a special and the US Olympic team. APOC, three US Olympic Festival organiza­ In addition, this division managed ACOP subscription period in early 1995. Sets included tions—San Antonio, Texas, in 1993; St. Louis, Sound of the Games Program The US Mint's Olympic marketing responsibilities with the US M int to in this offering were a 16-coin proof set, a 32- Missouri, in 1994; and Denver, Colorado, in Commemorative Coin develop and cultivate the Commemorative coin proof and uncirculated set, and an 8-coin Five audio compact discs (CDs) tailored for 1995—and the US national governing bodies Program captured the spirit Coin Program. silver-dollar proof set. Sales of these sets ac­ a specific musical genre were created by lead­ (NGBs) for the summer and winter sports. of the Games in counted for approximately 50 percent of total ing music producers. The CDs were sold both All NGBs had existing autonomous market­ 16 coin designs. Commemorative Coin Program coin sales. individually and in a specially designed ing programs directed at selling sponsorships to To commemorate the Centennial Olympic Coins were sold internationally through Olympic Games commemorative music set. assist the endorsement of developing athletes. Games in Atlanta, the US M in t offered a series distributorships established in more than 40 The classical release Summon the Heroes spent Many NGB sponsors were major corporations, of 16 coin designs that captured the spirit of countries, representing the largest interna­ seven weeks as the #1 album on the Billboard and although most sold sport-specific products, the Olym pic Games, as well as highlighted a tional program ever created by the US Mint. Classical Music Crossover Charts. The rhythm the potential for conflict existed given the an­ number of the sporting events. The program International sales accounted for approxi­ & blues release single "Reach" spent three ticipated scope of the Games' Sponsor Program. generated substantial gross sales, and was the mately 35 percent of all coin sales. A portion weeks as the #1 single on the Billboard Adult In 1992, a new program was developed that largest Olympic commemorative coin program of each international coin sale was paid to the Contemporary Chart. The Latin release Voces involved acquiring sponsor marketing rights for in US M int history. NOC of the country where the sale was made. Unidas, the first Latin O lym pic album ever, most US summer and winter sports, whereby The series included more coin designs than The US M int also promoted the Olympic went triple platinum for Hispanic music sales. NGBs would relinquish their sponsor marketing any previous program—four five-dollar gold coins to its direct-mail customers. In addition, The jazz release People Make the World Go rights to ACOP for 30-35 defined product cate­ coin designs, eight silver-dollar coin designs a new retail program was implemented to Round featured 1984 gold medalist, Wayman gories in return for revenue to be paid through and four clad (cupro-nickel) half-dollar coin reach customers who did not traditionally buy Tisdale. The country release One Voice featured the quadrennium. The intent of offering this designs. The gold coin designs depicted the coins. These Olympic souvenirs in new, con­ Closing Ceremony star and Georgia-native Tr­ revenue com m itm ent was to protect sponsors overall themes of the Olympic Games—a torch sumer-oriented packaging with value-added isha Yearwood singing her song "The Flame." from potential ambush from competitors that runner, Olympic Stadium, the Olympic flag ar­ premiums, were sold in a variety of major re­ Television Marketing rival celehration, and the lighting of the caul­ tail chains. These items were also offered dron. The silver coins featured artistic gymnas­ through a direct-mail program. Total coin Another new revenue source resulted from tics, cycling, high jump, rowing, tennis, and sales from these two programs accounted for Olympic interest expressed by KingWorld, a track and field designs, as well as tw o Para­ approximately 10 percent of all coin sales.

"Olympic Report" Radio Program A specially tailored daily radio program was created and aired for seven months in 1996.

CLAR K SAT • BARBARA C LA R K E • BARBARA P C LAR K E • B ETTY LOU D C LAR K E • B O B B Y C LAR K E • C E C IL E M C LAR K E • D A N IE L C L A R K E • D A N IE L M C LA R K E • D A R N E L L C LARKE ‘-‘-ARKE . JOHN * GLYNN CLARKE • GORDON A CLARKE • GREGORY M CLARKE • HALEY C CLARKE • IDA-ANNE H CLARKE • JAMES O CLARKE • JAMES P CLARKE • JENNIFER 276 --LAHKE «JOSEPH R CLARKE • KATHERIN E CLARKE • LAURIE N CLARKE • LORI E CLARKE • MARC E CLARKE • NANCY J CLARKE • RAYMOND C CLARKE ♦ ROBERT N CLARKE • 277

A

Source : Bibliothèque du CIO / IOC Library CHAPTER FIFTEEN / M A R K E T 1 N G / A C O P ATLANTA 1996 / PLANNING AND ORGANIZING

operation and accommodate the volume and taneous pursuit of diverse multiple revenue might choose to sponsor NGBs to develop high- received, and were then followed within the six-m onth p rio rity period by filings in Paris 10-business-day processing time. In addition, programs as well as extensive revenue forecast­ visibility promotion programs. the process had to involve AGOG senior man­ ing. Revenue sharing agreements between A formula was developed that determined Gonvention countries. Applications for regis­ tration of the Olympic mascot were filed in 36 agement to address Games image and message AGOG, the USOG, and the lOG were p rim arily the value of sponsor rights and contracts were concerns, the USOG to address consistency in adm inistrated by AGOG's Financial Services negotiated w ith each NGB. A ll seven w inter countries. Registration for the mark was re­ the US market, and the lOG to address consis­ Department, while AGOP focused on creating NGBs participated in the agreement which quested in classes generally encompassing tency within the Olympic Movement. Formal revenue. lasted through the 1994 Lilleham m er Games, clothing, exhibition services, jewelry, leather weekly meetings were held with AGOG and an In order to develop an expense plan for an and 24 of the 28 summer NGBs participated goods, pins, publications, and toys. In connection with filing foreign trademark lOG representative and daily discussions were unparalleled marketing program, executional through 1996. held w ith the USOG. flexibility had to be incorporated by setting ex­ The investment made to acquire these mar­ applications, AGOG consulted attorneys with A standards manual that detailed graphics pense parameters as a percentage of projected keting rights represents the largest benefit ever expertise in each trademark jurisdiction. and business applications standards for revenue for three areas—sponsor benefits, di­ delivered to the sponsor family by an organiz­ Marks Approval Process Olympic marks use and a manual that defined rect operating expense, and licensing. Projects ing committee. In addition, the Glory of Marks Approval was an extremely critical op­ standards for the official mascot IZZY were de­ were allowed to be changed as long as they Olym pic Sport Program—a package of com­ eration w ithin AGOP. This subdivision reviewed veloped by Greative Services. The manuals continued to address the comm itments and mercial marketing rights from participating and responded to all requests from entities w ith were issued to sponsors, licensees, broadcasters, objectives of the organization, and the overall NGBs—was created and seven sponsor compa­ contractual marketing rights to use the various and select AGOG and AGOP employees who set of projects under the expenses for the three nies acquired these rights. Gentennial Olympic Games marks. These marks needed the information to perform their work. program areas remained within the approved included the AGOG torch mark logo, official (For further detail about the standards manual, see percentage of revenue parameters. M a r k e t in g O perations mascot IZZY, Look quilt pattern and centennial the Creative Services chapter.) Contract Administration. To m aintain se­ seals, sports pictograms, supplier mark, Gultural In order to control the volume and diversity cure contractual information, a program direc­ In addition to managing the daily marketing op­ of the anticipated submission activity, a com­ tor was appointed to research contractual erations, the Marketing Operations division was Olympiad mark, licensed product collection puter-based document management system rights questions, act as a liaison w ith AGOP's responsible for trademark registration protec­ mark, historic marks, and venue marks. In addi­ tion, marks approval for the USOG team mark was created. This system was m enu-driven and external lawyers, verify legal billing, and serve tion, marks approval, and ACOP's dissolution. and the lOG five rings mark was coordinated captured the type of marks use and property as the central depository for all AGOP con­ Trademark Registration Protection with those organizations and handled within utilized as well as the requesting client and tracts. The program director was also responsi­ time line data. ble for screening new business proposals and AGOG aggressively pursued trademark regis­ the Marks Approval subdivision. It was here that all programs with market­ Due to the critical nature of the response NOG access rights requests, managing the ex­ tration protection, both in the US and abroad. ing rights, wherever they originated, became processing time, it was important to maintain pense budget, and coordinating w ith AGOG's In the US, AGOG filed to register more than 30 an adequate w ritten record of the steps taken Accounting division. marks, including the Atlanta torch design, the visible. Typically, the marketing rights de­ scribed in the various contracts were written to review a submission and issue a response. Market Research. A market research function mascot design, the Gultural Olympiad logo, All submissions were to be accompanied by a and a reference library were established w ithin sports pictograms, the Atlanta Olympic Broad­ on a conceptual level. The actual rights on an executional level were determined by Marks completed marks approval form stamped with AGOP to provide background information on casting logo, and the Look designs. the date it was received, then assigned a num ­ prospective sponsor companies, licensees under The Olympic logo and Olympic mascot de­ Approval to ensure the rights could coexist in the marketing plan without contract overlaps ber in the database, and fin a lly sent to a re­ consideration, retail organizations, new market signs were the subject of extensive foreign reg­ viewer for approval. Once the review process opportunities, and potential ambush cam­ istration activity. Applications for registration and inconsistencies. All submissions were reviewed for contrac­ was complete, the form was transmitted via paigns, as well as to perform fact checks on sub­ of the Olympic logo were filed in 46 countries facsimile machine to the requesting entity and missions received by Marks Approval. in multiple product classes covering all prod­ tual compliance, third-party association, graphic compliance, appropriateness of image, date-stamped with the information. In addi­ A diverse set of publications, on-line data­ ucts proposed to be manufactured, licensed, tion, the facsimile confirmation sheet was at­ bases, and access to a network of financial in ­ and distributed under this mark by AGOG and and consistent use of the Games message. Actual marks usage submissions totaled tached to the form . dustry experts were intertwined to provide a its licensees. Marks were first filed in the US 45,000, averaging 2,000 per m onth during peak and civil-law countries in the order they were periods and requiring cooperation with 560 dif­ Office Management ferent entities with various rights. Therefore, it Financial Planning and Analysis. The mar­ was critical to develop methods to organize the keting revenue planning mandated the simul­

'^La y t o n * ^ c l a y . m y r t i s c l a y • r e n i a c l a y • r o s a k c l a y • sheryltclay • y o l a n d a y c l a y b r o o k s • cherylcuaypoole p t • d i e d r e k c l a y t o n • g a l e c l a y t o n ♦ g l e n d Ma u r e e n a A’, M^^'-AYTON • JEFFERY c l a y t o n • JO N R c l a y t o n • K E R R IE E c l a y t o n • LAWRENCE L c l a y t o n • L O R R IE E c l a y t o n • MAKUNDA D c l a y t o n • MARGARET PEGGY S CLAYTON • ■ft LLAYTON . MYRNA A CLAYTON • PHILLIP D CLAYTON • RAYDEAN S CLAYTON • RICHARD E CLAYTON • ROBERT F CLAYTON • SARAH CLAYTON • SARAH L CLAYTON • LORI E CLEARWATER 279 278

Source : Bibliothèque du CIO / IOC Library ^ ^ 4 ’ ATLANTA 1996 / PLANNING AND ORGANIZING

marketing research support function that ri­ In accordance with the established procedures. valed that of many corporations in terms of I The final file transfer fo fhe USOC occurred in data diversity and access. More than 500 infor­ I early spring 1997. m ation sources were used and over 1,900 re­ search projects developed. Conclusions and Recommendations ACOP D issolution Process. As provided in the 1991 jo in t venture agreement, ACOP's dis­ The joint marketing program created by ACOG solution was mandated on 31 December 1996, and the USOC represented the most extensive and continued thereafter only to conclude its collaboration in Olympic history between an affairs, liquidate its assets, and satisfy claims. NOC and an organizing committee to maxi­ A further written agreement in August 1995 mize revenues for both entities. provided that the USOC co-chair would as­ By developing a broadly based marketing sume all authority and that all remaining non­ cash assets of ACOP, excluding mem orabilia re­ F ig u r e 3 : G r o s s R e v e n u e s M e d ic a l S e r v ic e s quested by AGOG, would be delivered to the Sponsors / suppliers $633 million USOC by 31 March 1997, after liquidation of Licensing $91 million ACOP's tangible assets in to cash. Commemorative coins $26 million In January 1996, ACOG established an Other marketing $10 m illion ACOP dissolution planning group. The topics ACOP Total $760 million addressed included the legal dissolution of the corporation, employee matters, asset recovery and liquidation, collection and preservation of information and archives, financial dissolu­ tion, and claims resolution. and support plan, ACOP was able to set An inventory of ACOP-owned assets was records for raising revenues thaf provided completed and provided to ACOG and the funds to ACOG, the USOC, IOC, APOC, the USOC by 30 June 1996. ACOP assets were in ­ NGBs, and a number of NOCs, as well as cov­ cluded in the ACOG asset auctions, although ering the expenses of the joint venture. (For the proceeds were accounted separately. ACOP's gross revenues, see Figure 3.) Second, procedures were established for han­ dling files and other information to be shipped to the USOC. A categorization process was es­ tablished for labeling and storing files for easy access and copying computer files to disks. Appropriate samples of licensee and spon­ sor use of the marks were made available to ACOG for use in its proposed history, and for the USOC and IOC. Relocation and consolida­ tio n of office space was also deferm lned to ac­ commodate MCC needs, disposition of excess value-in-kind, employee termination, and equipment and storage needs. I'he dissolution process progressed sm oothly

lipi!

Atlantal996.

- J CLEARV • HENLEY B CLEARY ♦ JENNIFER R CLEARY • JOHN F CLEARY ♦ RITA T CLEARY WILLIAM J CLEARY • DOROTHY M CLEATON * LAUREN FCLEATON • ELIZABETH A CLEAVELAND • MICHAELS CLEAVELAND ♦ CAROLINE M CLEAVER • CHRISTOPHER L CLECKLEY • CHRISTEN D ' • CUYLER E CLEGG • DONNA D CLEGG • JUDITH E CLEGG • ANNA T CLEGHORN • LYNDA W 280 CLEGHORN • MICHAEL T CLEGHORN • NELDA D CLELLAND • GLORIA DCLEM» SHARI* >-•■=•» ALAN A CLEMENT • ANDREA B CLEMENT • DOMINIQUE C CLEMENT • MARY L CLEMENT •

Source : Bibliothèque du CIO / IOC Library CHAPTER SIXTEEN / MEDICAL SERVICES

mittees, each of w hich were based on a medical command centers included the Olympic Family specially and managed by a volunteer expert. Hotel, doping control command center, and The Olympic Hospital Network was com­ the data collection center. prised of various facilities that provided plan­ Main Command Center. The main medical ning support, personnel, equipment, and sup­ command center at AGOG headquarters oper­ plies. Atlanta hospitals were asked to support ated 24 hours daily to coordinate all medical C h a p t e r S ix t e e n one or more Olympic venues or key groups of needs, including deployment of medical per­ Olympic participants. In return, the hospitals sonnel and communication among all sites. received Olympic recognition and hospital The command center also resolved problems M e d ic a l S e r v ic e s staff gained access to purchase tickets. that could not be handled at the venue or Vil­ The AGOG Medical Services staff was ap­ lage level. Medical command center staff in­ pointed, each taking functional responsibility cluded the CMO, a triage nurse, a representa­ VERVIEW— The mission of the Medical An exceptionally high level of medical care for a designated area, such as athlete medical tive from the state public health department, m e d i c a l S e r v i c e s ;; Services Department was to provide the was bofh planned for and provided at the 1996 care, O lym pic Family care, or equipm ent and a regional medical coordinator, and functional E m p l o y e e s O best available medical support to Olympic ath­ Games. Hospitals selected for the O lym pic Hos­ supplies management. For the development of area resource support. Staff Number Date letes, Olym pic Family members, spectators, pital Network enthusiastically responded to the competifion venue services, staff agreed to sup­ The staff utilized facsimile machines, com­ challenge of supporfing the Games, and thou­ port certain pre-Olympic test events. The Med­ June 1993 1 AGOG staff and volunteers, and all other visi­ puters, and telephones to communicate with tors. Medical Services enhanced the knowledge sands of people from the metropolitan-Atlanta ical Services Department ultim ately grew to in ­ medical personnel at all venues and deploy January 1996 7 of sports medicine by building and strengthen­ area medical community volunteered their ser­ clude 30 staff members and more than 4,000 transportation such as emergency vehicles. J u ly 1996 9 ing relationships among local, national, and vices and expertise. Scores of medical providers experienced medical volunteers. This center, which received periodic venue up­

Note: These staff numbers do not international medical communities. and suppliers, such as ambulance companies dates, relayed security reports to appropriate include contract, VIK, and volunteer and medical supplies and equipment manufac­ personnel. A ll medical care complied w ith the Olympic M e d ic a l O perations System venues, monitored all situations within local Charter under the guidance of the IOC Medical turers, generously supported the Games. The hospitals, and released approved medical infor­ Commission, which was responsible for imple­ US sports com m unity also provided athletic Throughout preparations for the Games, the m ation to the press. Weather inform ation, es­ menting the IOC Medical Code. The code pro­ trainers, doping control personnel, sports med­ IOC Medical Commission worked closely with pecially heat index data, was always available vided for fhe prohibition of doping, deter­ icine physicians, and volunteers. Medical Services to ensure that correct arrange­ at the command center. m ined the prohibited classes of substances and ments were made for all medical services, in ­ Any information for the CMO and the pro­ prohibited methods of use, established a list of O rganization cluding medical command system operations, gram director was communicated through the accredited laboratories, obliged competitors to staffing, equipment and supplies, public health, main medical command center, where a physi­ submit themselves to medical controls and ex­ Medical Services, a part of the Operations De­ and disaster planning—all of w hich comprised cian who maintained direct communication aminations, stipulated provisions relating to partment, was directed by a chief medical offi­ the Medical Operations System. with the CMO and the program director was the medical care of athletes, and provided for cer (CMC) and a program director. W ith a staff present during operating hours each day. M em ­ Medical Command System sanctions to be applied in the event the med­ of approximately 15 individuals, they devel­ bers of Medical Services and Operations man­ ical code was violated. oped services for all com petition and noncom ­ For Games-time operations, the department agement reviewed data and confirmed policy W ithin the Olympic Village, medical care petition venues. created a system of interacting communica­ for several hours each day in the m ain center. for athletes was readily available at several lo ­ Planning began in 1992 with a review of tions—or command—centers to facilitate the Olympic Family Hotel. The headquarters of cations, and NOCs were provided separate medical performances and reports of past management, communication, and coordina­ the IOC Medical Commission, located within space w ithin their residential areas for their Games. M any previously developed concepts tion of competition and noncompetition venue the O lym pic Family Hotel, was the site where own medical services if requested. W ith in all guided ACOG's strategy in developing its medical services, including those venues in daily meetings were conducted by the IOC Ex­ Olympic venues, a medical team operated to Olympic medical support group (OMSG) and outlying cities. Major medical incidents at ecutive Board and Medical Commission. The provide immediate medical care to athletes, Olympic Hospital Network, and assembling venues were recorded and reported to their headquarters of the CMO and program direc­ O lym pic Family members, spectators, staff, the AGOG Medical Services staff. command centers from where medical dispatch­ tor were located within the hotel, as was an volunteers, and any others needing assistance. The OMSG, a volunteer medical planning ad­ ers were assigned. Each venue command center visory board comprised of local, state, and na­ worked closely with the main medical com­ tionally recognized medical professionals, was mand center at AGOG headquarters. Other built on Atlanta's existing medical infrastruc­ ture, w hich has a long history of voluntarism. The OMSG deployed more than 300 medical volunteers who were divided into 23 subcom­

l a n d T^^'^‘-CCLEVELANh?pi"B. I-'=‘-^f^°^®*WULLIE PCLEMONS-GAIL LCLENDENEN* REBECCA H CLERK-CATHERINE TCLEVE- . THOMAS W CL CLEVELAND ‘ HARREAL P CLEVELAND • JOHN R CLEVELAND • LEANNE CLEVELAND • MARY K CLEVELAND • MELISSA A CLEVE- 2 8 2 CLEVELAND . W C CLEVELAND • WALTER J CLEVELAN D • CAROLYN CLEVENGER • HEIDI S CLEVENGER • MARY R CLICK-REX MX • HOWARD B CLIFF . MILDRED P C UFF • 2 8 3

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER SIXTEEN / MEDICAL SERVICES

ACOG doping control liaison to the IOC Med­ plenishment of equipment and supplies. During well as for its proximity to the venues. Nine F ig u r e 1: F u n c t io n a l C oiwposition o f M e d ic a l V o l u n t e e r s ical Commission. Additional administrative Cames-time, the main medical command center hospitals were selected to provide medical care was responsible for redeployment of assets. Doping EMT/ support offices were also located there. for all metro-Atlanta venues. Crawford Long Venue Admin Trainer control staff Paramedics Physicians Nurses Total Venue Command Center Communications. Hospital served athletes and Georgia Baptist Public Health Competition venues At each venue command center, a medical vol­ Medical Center served the Olym pic Family, and AFS 21 17 9 43 11 12 113 unteer served as the medical dispatcher and Professionals from a number of federal, the seven additional hospitals adopted venues, AMC 15 28 8 16 11 6 84 was responsible for handling all medically re- state, county, and city agencies helped ACOC where they served as the main providers of AQU 18 36 42 32 16 9 153 lafed calls from within the venue. The dis­ ensure that Atlanta residents and all Olympic medical care for spectators, ACOC staff, and ATB 9 10 16 16 6 4 61 patcher relayed information to appropriate visitors would be safe from public health risks. volunteers. 62 CAU 13 23 0 13 8 5 members of the medical team and other venue Environmental issues and health promotion In outlying venue cities, fewer hospitals 10 21 63 CGP 4 8 9 11 volunteers, and then resolved medical inci­ were the focus areas. A smoke-free policy was were needed. In most cases, the outlying venue 33 16 30 17 12 132 GDM 24 dents with the venue medical officer (VMO). developed for all venues, consistent with the city identified two hospitals: one to serve ath­ GHP 17 20 10 42 23 12 124 Incidents were reported to the main medical IOC goal of promoting physical health through letes and Olympic Family members, and one GSU 14 19 10 5 5 5 58 command center. sports. The policy also disassociated the Games to serve all others. In some cases, the athletes, GWC 24 59 50 61 22 16 232 Press Relations. Press activities relating to from tobacco advertising and sponsorships. A Olympic Family members, staff, and volunteers LAK 10 31 29 18 8 5 101 Medical Services were coordinated through the public health task force addressed drinking were treated in the same facility; however, spe­ MAR 4 14 1 0 12 33 64 water and air quality, food sanitation, waste MBR 6 16 10 12 8 7 59 main medical command center and ACOC cial precautions were taken to isolate athletes

MRH 15 20 - 17 4 5 61 Press Operations. No Medical Services staff or disposal, and swimming pool water quality. and Olympic Family members from the other MRI 6 23 15 0 14 10 68 volunteers communicated w ith the press. Hos­ A brochure promoting good health practices hospital patients. OCO 12 13 10 17 11 16 79 pitals did not release inform ation regarding was sponsored by Atlanta-based health insurer Hospitals that adopted venues provided sup­ OMN 14 17 13 30 11 6 91 Olympic-related admissions unless approval Blue Cross of Georgia and was distributed w ith plies and equipment for the volunteer medical 247 OST 39 28 47 84 30 19 was granted by ACOC's press chief officer and spectator ticket information. Other promotions, staff to use in the venue during operating hours. 0 20 RCC 3 7 8 0 2 the CMO and a release form was signed by the notably for heat-related illness prevention, were 10 4 110 SMA 10 51 16 19 emphasized at the Villages and venues. admitted patient. O l y m p ic V il l a g e O perations 10 48 14 34 13 6 125 SMC All press-related activities regarding doping UGA 19 5 17 56 12 11 120 Disaster Planning control were handled by the ACOC press chief As home to 16,500 athletes, trainers, and UGC 11 12 3 12 4 4 46 and the IOC. ACOC worked closely with all appropriate coaches, the m ain O lym pic Village, located on WLF 12 9 9 10 4 5 49 federal, state, and local agencies to develop the campus of the Georgia Institute of Tech­ Subtotal 330 547 362 578 272 233 2,322 Staff and augment disaster plans. nology, required carefully planned access to Noncompetition venues ACOG Medical Services staff were responsi­ Three levels of emergency response were de­ medical care. The polyclinic, sports medicine AGS 0 9 0 0 0 0 9 ble for recruiting and scheduling more than veloped. Level A response included medical center, training sites, and the international AIL-HART 0 0 0 0 0 18 18 emergencies that could be resolved by the CPK 17 0 0 69 9 15 110 4,000 medical volunteers that were deployed zone first-aid station, all staffed by medical EMU 0 16 0 0 0 0 16 in Villages and in competition and noncompe­ medical team and ambulance service assigned volunteers, were available to Village residents, IBC 2 0 0 0 12 17 31 tition venues. In some cases, volunteers were to the venue. Level B response indicated that but their medical services often extended be­ INF 87 0 0 14 10 7 118 from outside the metro-Atlanta area and re­ the venue team required additional resources, yond the Village. NOG medical teams were lYC 1 0 0 0 2 0 3 quired housing. (For the functional composition which were deployed from nearby venues by given separate space w ith in their residential 34 MPC 15 0 0 0 2 17 o f the medical volunteer group, see Figure 1.) the main medical command center. Level C re­ areas upon request. 0 20 16 59 OFH 20 3 0 sponse meant that required resources were not Similar medical services were offered at 0 248 2 0 5 0 255 1RS Equipment and Supplies available at the venue, and through the main satellite Villages in Columbus, Cleveland, and WEL 2 0 0 0 6 14 22 ACOC staff worked with medical equipment command center, appropriate public agencies Savannah, Georgia, and at the preliminary Subtotal 144 276 2 83 66 104 675 and supplies vendors and members of the were called for assistance. football sites. Viliages Accredited ACOG poiyciinic staff * * Olympic Hospital Network to acquire both the Located in the residential zone of the CLV 1 8 1 * 16 * * * donated and purchased resources necessary for T h e O l y m p ic H ospital N e tw o r k Olympic Village, the polyclinic was the location COV 0 11 26 37 Medical Services operations. Information was where athletes and Olympic Family members OLV 64 116 112 29 142 35 498 * # * distributed to medical staff on the use and re­ The Olympic Hospital Network, consisting of could receive medical care 24 hours daily. The SVV 3 25 35 63 hospitals in Atlanta and all other venue cities, Subtotal 68 160 180 29 142 35 614 provided outstanding medical services for ath­ Total 542 983 544 690 480 372 3,611 letes, Olym pic Family members, spectators,

* Provided locally staff, and volunteers. Each hospital was chosen for its excellence in providing medical care, as

♦ N A N C Y B C L O D FE LTE R • S C O T T D CLODFELTER • MANLEY CLODFELTER JR • SANDRA G CLONINGER «JEANETTE ECLOS • LORI A CLOS FISHER «DE- eCLUNE « TINA M C "ut^E « PAL?L*/fcLUTT^lf QMcfw ^ * STEPHANIE LCLOWER « MICHELLE CLOYD « RUTH A CLOYD « THOMAS 284 L U N E PAULA CLUTTER CHARRON L CLVATT • KEVINCMIEL* SUSAN CMtEL • CEDRIC L COACHMAN • BOBBY L COAKLEY • SCOTT M COAKLEY • CAROLYN SUE COALSON • 285

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER SIXTEEN / MEDICAL SERVICES

facility provided a full range of primary care staff and supplies acquired was based on data provide services that helped prevent medical Gertain venues, such as the Georgia World services and was the central location for stor­ from the Barcelona Games and supplemented emergencies. A ll care was managed by physi­ Gongress Genter and the Georgia Dome, had age of athlete medical records. Nearly 500 as required. Health professionals in the metro- cians. Patients were referred to designated hos­ centralized first-aid stations covering multiple medical personnel, including 142 doctors and Atlanta area volunteered on a 14-day rotation, pitals for advanced or longer-term care. events in the same facility. Each sport w ith in 35 registered nurses, staffed the polyclinic. receiving two days off. Supplies were donated Medical care at com petition venues was d i­ the venue had at least one mobile first-responder Located in the polyclinic and also open 24 by the official athlete care hospital. vided into three areas for athletes, Olympic team assigned to spectator areas. hours daily, the main pharmacy dispensed Medical Services staff coordinated care be­ Family members, and spectators, staff, and vol­ The size of each station varied according to drugs from the Olympic drug formulary list of tween the sports medicine center and the venue unteers. the venue and its existing capabilities; how­ lOC-approved medications. It ordered drugs re­ sports medicine areas, managed all equipment Medical care was organized in tiered levels, ever, each had the m inim um space necessary quested hy AGOG and NOG physicians. All and supply allocations, and coordinated volun­ ranging from physicians and nurses in fixed to care for and ensure the privacy of two pa­ usage of nonform ulary drugs had to be ap­ teer staffing. At each location, the chief athletic venue stations to mobile first-responder teams tients at one time. Each unit met minimum proved by the lOG Medical Gommission. trainer was responsible for supervising medical roving w ith in a venue. Each venue was space requirements of 400 sq ft (122 sq m) and care methods and the use of related supplies. equipped with advanced cardiac life support ■'WBET The medical services provided for athletes (AGES) capability and one AGES ambulance. at each training site were determined by the One ambulance was available for every 20,000 risk level of the sport and any special request spectators. from the Sports Department. A ll sites had ac­ A VM O directed all medical services and cess to emergency medical service. Training personnel operating within each venue. An as­ that required sports medicine staffing primar­ sistant VMO served as acting VMO in his or ily involved a team's athletic trainers. Athletes her absence. A venue medical adm inistrator were referred to the polyclinic if nonemer­ (VMA), reporting directly to the VMO, coordi­ gency physician care was needed. nated all medical logistics, personnel, and ad­ The international zone of the Olympic Vil­ m inistrative needs in each venue. An assistant lage maintained a first-aid station that served all VMA served as acting VMA in his or her ab­ R - t m m visitors to the Village. A VMO managed the sence. Support was also provided by AGOG re­ staff, w hich included physicians, nurses, mobile gional medical coordinators. first-responder teams trained hy the American Individuals volunteering for venue medical services included physicians, nurses, para­ The polyclinic in the Red Gross, and roving medical teams. Olympic Village operated Individuals requiring additional care were re­ medics and emergency medical technicians, had air-conditioning, electricity, and water. A ACOG Medical Services staff 24 hours daily to provide a ferred to the polyclinic; individuals with more American Red Gross first-responders, dispatch­ to ile t was located in or near each station. This members were trained to be full range of medical serious problems were evaluated at the athlete ers, runners, administrative clerks, physical medical care model applied to all venues. prepared for any situation services for athletes and and Olympic Family hospitals, as appropriate. therapists, massage therapists, and athletic that might require medical Olympic Family members. attention at the Games. trainers. Volunteers from outside Georgia filling Athlete Medical Care

left floor plan of polyclinic Smaller pharmacies and polyclinics were lo­ V e n u e O perations some medical positions required state certifica­ The mission regarding athlete care during cated at outlying sites. In these areas, fu ll phar­ tion or licensing. Volunteers with strong leader­ the Games was to provide efficient, equitable, right, view of entrance and macy services could be obtained at the net­ The philosophy governing Medical Services at ship skills were selected to assist in planning high-quality medical care that focused on re­ reception area work hospitals. venues was to provide immediate and tempo­ for com petition venue operations. These vo lun­ turning injured athletes to activity as quickly The sports medicine center in the Olympic rary care of athletes, Olympic Family members, teers assisted w ith planning during 1995 and as possible. For this purpose, athlete medical Village offered services of athletic trainers and spectators, staff, volunteers, and any others served as key venue medical planners during care was provided in the O lym pic Village, at physical and massage therapy. The volume of who suffered injury or sudden illness, and to test events. During the Games, they were ap­ each venue, and at training sites. pointed as VMOs, VMAs, and venue assistants. The primary location for athlete medical Factors used to determine the number of care was a venue sports medicine station lo ­ first-aid stations included the number of venue cated near the field of play. Other locations in ­ attendees, access level into the venue, risk of cluded warm-up areas and, where available. heat-related illness, venue terrain, the nature of the venue sport, and whether the venue was indoor or outdoor.

RT . EDWARD NORA BRENDA 287 286 E C 0 8 8 • PA TTC O B

Source : Bibliothèque du CIO / IOC Library AT LA N TA 19 9 6 / PLANNING AND ORGANIZING CHAPTER SIXTEEN / MEDICAL SERVICES

the recovery or holding areas in each venue. All these procedures fell within Olympic the spectator was sent by ambulance to the A medical aid station in Gentennial Olympic Athlete stations were secure from spectators protocols for treatment of Olympic Family closest hospital. Park was staffed by physicians, nurses, and members and were under the supervision of and press. Staff and volunteers were treated in the same mobile responders. Emergency transportation Sport-specific requirements at each venue the VMO. manner as spectators. Medical care focused on was available to the nearest Olympic support and the presence (or absence) of an athlete's returning staff members to their venue posi­ hospital. Spectator, Staff, and Volunteer official medical delegation determined tions as quickly and safely as possible. O lym pic Family medical care was provided Medical Care whether the venue sports medicine staff func­ Spectator Care Beyond Venues. An OMSG at the Olympic Family Hotel and the venues. tioned as the primary, secondary, or tertiary Spectators were treated at the first-aid sta­ subcommittee developed a program for specta­ The hotel had a 24-hour first-aid station staffed medical provider. When the ACOG medical tions in the venues. In m inor cases, some spec­ tor medical care beyond Olym pic venues. A w ith physicians and nurses. One m ile from the team was the primary provider, they were the tators were treated by roving mobile teams. As network of primary care medical facilities, hotel, the Georgia Baptist Medical Genter first to respond to on-field medical problems. a rule, there was one mobile aid team, com­ strategically located around Atlanta, supple­ served the Olympic Family. W hen designated as a secondary care respon­ prised of one emergency medical technician mented the existing nonemergency medical The OYG had a resident registered nurse der, ACOG physicians assisted if the respective and one paramedic, for every 20,000 specta­ care system during the Games. A physician was and a physician on-call. Emergency transporta­ NOG physician requested that they do so. In tors. These numbers were altered if deemed available in the triage area of these facilities tion was available to a nearby Olympic support the tertiary care situation, a physician pro­ necessary by factors such as lim ited access or from 0800 to 2000 to advise and make appoint­ hospital. I vided by a particular IF had primary duties, re­ higher usage. ments. Booklets were placed in metro-Atlanta A t training sites, the level of medical service Higher usage rates were seen in crowds w ith inforced by the NOG and then the AGOG area hotels indicating the triage telephone provided for athletes was the same as for the less than 30,000 people or with older or ambu­ Medical Services staff. number for nonemergency medical care and a training sites w ith in the Olym pic Village. latory spectators, events w ith increased pedes­ Each venue sports medicine station was map of area hospitals and participating outpa­ Roving emergency medical teams covered staffed w ith a physician, nurse, and at least trian traffic, m ultiple daily sessions, outdoor tient facilities. the airport. Staffing was determined by flight events, and warmer temperatures. Usage rates one athletic trainer; additional staff were AGOG worked closely w ith public agencies, arrival schedules. Two AGES ambulances re­ added if necessary. Each station provided treat­ varied between 0.68 and 6.8 incidents per the Salvation Army, and local churches to en­ mained at the site at all times. Transfer could ment tables for use by official team athletic thousand spectators. sure that free water was distributed. Hydration be made to the support hospital in minutes for trainers and medical personnel. However, Mobile aid teams, responsible for certain stations were established in areas with pedes­ life-threatening conditions. AGOG provided supplies only when AGOG areas w ithin venues, were supervised by the trian concentration. Medical Services staff provided consultation or VMO and dispatched by the medical dis­ M e d ic a l Co ntro ls treatment. patcher. The teams carried equipment that was Noncompetition Venue Care adapted for each crowd and matched venue- The philosophy governing medical care at A range of functions, termed medical controls, Olympic Family Medical Care specific requirements. First-responder teams noncom petition venues was the same as that of were determined by relevant state and federal At least one mobile first-aid team was as­ were also provided. competition venues. For advanced or longer- laws, as well as lOG-mandated requirements. After in itia l assessment, the m obile aid signed to the O lym pic Family area in each term care, physicians referred patients to desig­ These included doping control, gender verifica­ teams in consultation with the VMO chose to venue. The team was in direct radio contact nated hospitals or, if appropriate, to the poly­ tion, temporary physician licensing, and con­ with the venue dispatcher and VMO and treat patients at their seats with no further in­ clinic. Noncompetition venues included the trolled substances handling. worked in conjunction with the Olympic Fam­ tervention, transport patients to the first-aid Main Press Genter (MPG) and International ily nurse and/or physician, one of whom had station for physician evaluation and treatment, Broadcast Genter (IBG), Gentennial Olympic Doping Control or transport patients directly to the hospital by defibrillation capability. The mobile team Park, Olympic Family Hotel, Olympic Youth "The International Olympic Committee was, began evaluation and treatment and, if neces­ ambulance. Gamp (OYG), training sites, and the Airport in fact, the first international organization to If a spectator required nonemergency med­ sary, assisted the patient to a first-aid station. Welcome Genter, as well as the Olympic Village. become truly concerned with doping in sports," If further medical care was needed, trans­ ical care beyond that available in the venue, Medical care was provided at the IBG and the portation was obtained through the VMO, the spectator was referred to an outpatient MPG. Medical aid stations were staffed during who also notified the main medical command clinic or was sent to the venue's designated hos­ regular operating hours, but remained open 24 center about the patient's condition. pital. Patients provided their own transporta­ hours daily during peak times. Physicians and tion to the referred facility unless their condi­ nurses provided routine first-aid and triage care. tion was considered unstable or emergent; then Emergency transportation was also available.

BILL COCKROFT • JAMES S COCK HUM . MARIA COCKRUM . THOMAS M COCO • OiON W COCOROS • E «AYE CODRING^^N • ANN E COD^ VoNY COE Î r •h’ o I? A N N S p c Ô E N R A A D • TH o m a s ^L SARAH E COFFEY. SHEILA F COFFEY. SIDNEY COFFEY. STEPHEN J COFFEY. CO D Y • A N N A D C O E • A R D IS S C O E '^OGAN . M lC H P i w ’ V IC K I C C O F F IN • C HA D W C O F F M A N • DAWN M C O F F M A N • E R IC T C O F F M A N • JE F F E R Y S C O F F M A N • M ARY L O U C O F F M A N • S A N D R A S C O F F S K Y • J E R O M E 288 CALVVN COETSEE ♦ ANN I COFER • JOSEPH S COFFEA • CAROLY 289

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER SIXTEEN / MEDICAL SERVICES

said IOC President Juan Antonio Samaranch in doping control sample kits were stored and of the SmithKline laboratory to include three of the sample kits, necessary forms, urine collec­ ACOG's Medical Controls Guide. "It was also the distributed on a daily basis to IOC Medical these devices. The laboratory director aug­ tio n vessels, transportation bags, and seals to be first to attempt to deter this harmful practice, Commission representatives for use at venue mented laboratory staff with key personnel used each day. which can seriously damage the health of our doping control stations. In addition, the Nile from other IOC accredited labs, notably the In ­ After stations closed each day, sealed sample stitute of Biochemistry of the German Sports athletes.” Room served as the transportation desk for the kits were transported by a courier service from The IOC has since embarked on a project to IOC Medical Commission carpool. Forty cars University in Cologne, Germany, and the Uni­ the venue doping control stations to the labora­ educate the public and athletes worldwide were required to transport IOC Medical Com­ versity of California, Los Angeles, Olym pic tory in a secure manner. about the importance of being drug-free. More­ mission members and the ACOG doping con­ Testing Laboratory. (For the number o f doping Under IOC Medical Commission guidance, over, it has established procedures to prevent trol medical team to venues. The Nile Room control samples received per day, see Figure 2.) the doping control medical groups provided the misuse of drugs during the Games. was staffed with four volunteers daily from The Morehouse School of Medicine in At­ three guides printed in both English and French The AGOG Doping Control Program met all 0700 until 2230. A daily roster and schedule lanta provided SmithKline with a center where to athletes, NOCs, and IPs. The Medical Controls lOC-required drug testing standards. Doping were posted in the Nile Room. it could conduct doping research and educa­ Guide explained athlete notification and sample Control staff collected and tested urine sam­ Doping control stations were located at tional training. During the Games, Morehouse Il ples during preliminary and medal rounds, all competition venues. All stations were air- provided laboratory equipment and staff. F ig u r e 2 : D o p in g C o n t r o l S a m p l e s R e c e iv e d P er D a y and conducted random sampling as specified conditioned and included a check-in area, SmithKline assisted Morehouse w ith fund­ Samples received ing, equipment, and training personnel to de­ by the IOC Medical Commission. In addition, w aiting room, separate processing and consent 20 40 60 80 100 120 140 160 180 200 areas, and restrooms. The stations were orga­ velop several other research projects before, testing occurred whenever a world, area, or na­ 20 July 1996 Saturday nized and supplied by the site coordinator during, and after the Games. The prim ary re­ tional record was broken. ACOG worked 21 July 1996 Sunday under the direction of the IOC Medical Com­ search focused on new areas of performance- closely with the IPs to customize the doping 22 July 1996 Monday mission representative and the doping control enhancing drug abuse and on methodologies control procedures for each sport. 23 July 1996 Tuesday medical officer. to improve existing testing techniques. Studies An updated version of the Versapak sample kit 24 July 1996 Wednesday The ACOG Doping Control Committee co­ included the misuse of beta agonists. The beta system, w hich included collection vessels, bot­ 25 July 1996Thursday ordinated activities for station services, site co­ agonist study is a continuing one, performed in tles, containers, and transport bags, was utilized. 26 July 1996 Friday ordination, escort coordination, and the dop­ conjunction with the National Aeronautics and The Doping Control Program was coordi­ 27 July 1996 Saturday i ing control offices. Space Adm inistration (NASA). An im portant nated and managed from three locations: the 28 July 1996 Sunday i In accordance with the Medical Controls legacy of the Games resulted from the con­ doping control command center located at 29 July 1996 Monday i I i I Guide, doping control personnel at each station struction of a 330,500 sq ft (30,737 sq m) mul­ ACOG headquarters, a doping control office 30 July 1996Tuesday i included 1-4 medical officers, 2-6 technical of­ tidisciplinary research center, w hich housed located at Agnes Scott College, and the Nile 31 July 1996 Wednesday i ficers, 1-2 site coordinators, 1-4 escort coordi­ five research and education outreach programs. Room at the Olympic Family Hotel. 1 August 1996 Thursday i nators, 2-50 escorts, and security personnel Versapak sample kits were stored in a se­ The doping control command center, opera­ 2 August 1996 Friday i outside and inside all stations. All personnel cured warehouse until needed, and then were tional from 20 July to 4 August 1996, from 3 August 1996 Saturday i were extensively trained volunteers who delivered to the Nile Room. IOC Medical Com­ 0800 until 2200 daily, served as the main com­ 4 August 1996 Sunday i munication center for all doping control ser­ worked entire days w ith o u t shifts. Seven mission representatives delivered sample kits to vices. This command center communicated trained, qualified doping control medical offi­ each station daily. At the end of each day, the with each doping control station, the testing cers were available from ACOG for use as same IOC Medical Commission representative laboratory, and the IOC Medical Commission. deputy IOC Medical Commission representa­ returned any unused kits to the Nile Room. The doping control office at Agnes Scott tives at the doping control stations if necessary. A designated security officer was stationed at College was staffed daily from 0700 until 0100 The Atlanta branch of SmithKline Beecham each doping control station entrance, permit­ to handle scheduling and transportation and to Clinical Laboratory, Inc., was certified by the ting only authorized personnel to enter. All in­ resupply needs, such as sample kits. Vans were IOC to test samples during the Games. For the dividuals entering a station were issued one of provided to transport personnel and supplies. first time during an Olym pic Games, the lab three color-coded doping control security The Nile Room was a secure room where the testing that was conducted involved the use of passes, which designated IOC Medical Commis­ high-resolution mass spectrometry, which im ­ sion members, doping control team members, proves the ability to detect performance- and athletes and their representatives. enhancing drugs. The IOC required renovation A lockable cabinet in each station secured

E M C O H E N CATC D C O H N • M ARC A 290 7:, B R UC E A C O KER • CA TH Y T C O K ER • 291

Source : Bibliothèque du CIO / IOC Library CHAPTER SIXTEEN / MEDICAL SERVICES ATLANTA 1996 / PLANNING AND ORGANIZING

brought into or out of the country, had to ac­ IOC Subcommission on Biomechanics and collection procedures; the Drug Formulary de­ Qualified medical geneticists and gynecolo­ company the physician and be part of his or Physiology of Sport. In late 1990, an ACOG li­ fined and listed permitted, restricted, and pro­ gists were available to further evaluate athletes her emergency kit. The DEA could review this aison to the IOC Subcommission was named, hibited substances; and the Medical Care Guide that tested positive, if requested by the IOC inventory if necessary. consequently becoming the coordinator of bio­ provided an overview of the Games medical Medical Commission. Other qualified special­ Individual team members with controlled mechanics research for the 1996 Games. operations including medical command system ists, such as psychiatrists, urologists, and en­ substances obtained law fully in their country A request for research ideas was distributed, structure, protocol, and methods for the care of docrinologists, were on-call to assist female for medical use could enter or leave the US and by the end of 1994, the IOC subcommis­ all constituents. athletes in a sensitive and professional man­ w ith the substance if it was contained in the sion selected projects in 11 sports. A senior re­ A doping control notification and official ner. D uring the Games, none of the athletes original packaging prescribed for that individ­ searcher was appointed to conduct the re­ record form, transport form, and accompany­ screened were excluded from competition be­ ual, and if the individual gave the US Customs search for the selected sports. ing color-coded envelopes were also developed cause of screening results. Service the trade or chemical name of the sub­ During the Games, a large pool of graduate and approved by the IOC. Temporary Physician License stance or the name of the practitioner who dis­ students and staff from Georgia State Univer­ Gender Verification Physicians livin g outside the state were able pensed the substance and prescription number. sity volunteered their assistance, w hich ranged Regarding new prescriptions, if narcotics or from serving as venue research managers to Gender verification of female athletes has to apply for a temporary license to practice other substances controlled by the DEA or Geor­ helping collect data. More than 100 researchers been required for Olympic competition since medicine during the Games through an act MEDICAL CONTROL GUIDE gia laws were ordered, only a physician with a were involved in the projects. About half came 1968. For female athletes without previously passed by the Georgia state legislature. A ppli­ DEA-issued identification number could write or from outside Atlanta and required housing and approved verification, a testing program was cations for the temporary licenses were sent to dispense the prescription. The IOC Medical transportation. Additional support was pro­ established which allowed rapid processing. All NOCs in November 1995. Commission had to be informed as well. vided from Georgia State and Georgia Tech, as 3,626 participating female athletes at the 1996 Physicians granted temporary licenses could All medications were dispensed from hand­ well as equipment suppliers. Games required a valid gender verification treat their nationals at all ACOG medical sites written prescriptions only. Team physicians Correctly coordinating the research required card issued by the IOC prior to competition. including broadcast and press centers, competi­ could prescribe only to members of their dele­ working with individual venue competition Gender verification, under the direction of tion venues, NOG designated areas, the Olympic gations. Although more than one prescription managers as well as Atlanta Olympic Broad­ the head of the Genetics Department at the Family Hotel, and Village polyclinics. could be written for an athlete, each prescrip­ casting (AOB), as many projects involved the Emory University School of Medicine, was per­ As a courtesy, temporary-licensed doctors tion was w ritten for a m axim um of seven days, use and placement of more than 30 high-speed formed at the polyclinic in the Olympic Vil­ also had access to their athletes, team mem­ with no refills. recording devices and cameras. Computer edit­ lage. A collection center on the second floor of bers, and accredited nationals at the Olympic ing equipm ent was also used to help view the the polyclinic had a separate entrance ensuring hospitals, allowing them to visit their patients, collected data, w hich was often available im ­ privacy for testing. review medical records, and consult with at­ Sports Sc ie n c e R esearch mediately to athletes and coaches, and was The presence of the sex-determining region tending hospital physicians. Their privileges did not allow for admitting Prior to the Games, the IOC Medical Commis­ used later for publication in journals and for Cover of the AGOG of Y gene (SRY) was assessed by obtaining a patients, ordering and performing procedures, sion and ACOG sponsored the Third IOC future study. Medical Controls Guide, one buccal cytology brush sample, isolating crude World Congress of Sports Science meetings to One project established an IOC coaching cen­ of three guides required by DNA, and applying the polymerase chain reac­ or writing prescriptions in the hospitals, but discuss the biological, physiological, physical, ter to help athletes and coaches during the and issued under the tion in an automated 96 well plate format. did allow attendance at specialized procedures, guidance of the 100 Medical and psychological sciences associated w ith Games. The center provided facilities for athletes Testing results were available 1-4 hours after such as those performed in the operating room, Commission; it was elite athletes in sports. and coaches to view the computerized video, specimen collection, depending on the number with permission from the attending hospital distributed to athletes, The meeting was held for five days in Sep­ physician. which was digitized and stored on a file server NOCs, and IFs. of athletes tested. A m axim um of 500 samples tember 1995 and attracted more than 1,000 at­ immediately after an event. This allowed for could be processed in a 24-hour period. If the The temporary license did allow foreign tendants. Participants displayed approximately quick, in-depth qualitative analysis for alter­ in itia l screen was positive, the SRY test was re­ physicians to write prescriptions in outpatient 250 different scientific papers, poster exhibits, ations of technique or strategy before the next peated to rule out false positives. Cytogenetic settings for their nationals. Written on special and technical exhibits. blood chromosome analysis and endocrino­ medical prescription forms, they were honored For every Olym pic Games, the IOC asks the logie evaluation could be performed for inter­ by the polyclinic pharmacy. host organizing committee to support a variety sex medical problems. Controlled Substance Handling of sports science projects coordinated by the All test results were reported to the chair­ man of the IOC Medical Commission or his M any drugs routinely used by physicians designee. Athletes who screened positive were worldwide are regulated by the US Drug En­ asked to allow further testing or examination. forcement Adm inistration (DEA), w hich estab­ lished procedures for teams participating in the 1996 Games. Any controlled substances re­ quired by non-US team physicians that were

* D E N T O N C O LE • D O N A LD R C O L E • D O R A C C O LE • E L L E N C O L E • E DARBY T COKER • DEBORAH A COKER • JAMES H COKER M COKER - ROBERT LCOIŒR^ SUSAN T CO^^_R .^ARAH /y:^(^lŒ^ MT G^^LMCOLABEL^ o l e COLE • KELLY M COLE . KIMBERLY A COLE . LARRY O COLE • LARRY T ...... •-a, ^ « c v .. . STEPHEN N COLE . SUSAN I COLE • TERESA J COLE • THOMAS W COLE Ml • WELDON VAN COLE Ml • BRENDA S COLE RN • TRESSIE L COLEHOUR . ALICEA E COL^M,^^ 293 292 l?A^fE"Æ lAV"ETlVs"c;j"T?fel:% T1>IW T".‘j"o?êrcSuTE"^^^^^ SoTT^^^ISoA^è^oUoT^E'-.llfvERLV J C O LE • C A M M .E E C O LE • C A TH E R IN E A C O LE CHERVU

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING

competition. The center focused primarily on Conclusions and Recommendations artistic gymnastics, athletics, basketball, and div­ ing, but other sports were recorded if requested An exceptionally high level of medical care was by a coach. The center, operated w ith support planned for and provided by ACOG. The from Georgia Tech volunteers, proved to be suc­ Olympic Hospital Network proved to be ex­ cessful and is recommended for future Games. tremely successful due to the extraordinary re­ Another project also provided same-day re­ sponse from the metro-Atlanta area and other sults for swimming performance. On the final venue cities' hospitals to the challenge of pro­ night of swimming competition, the director viding medical services for the Games, and the of this project and his group produced two generous services donated by medical providers comprehensive volumes (male and female) of and suppliers. Atlanta has an extensive medical data and distrihuted them to all NOCs with infrastructure and members from the commu­ swimmers com peting in the 1996 Games. nity volunteered by the thousands to offer F ig u r e 3 : Under direction of the coordinator of bio­ their services and medical expertise. O l y m p ic F a m i l y a n d P r o t o c o l S u m m a ry of mechanics research, more than 40 printed The following recommendations are offered M e d ic a l manuscripts from all 1996 Games projects are to future organizing committees. E n c o u n t e r s expected to be printed by the end of 1997. ■ Establishing a doping control testing labo­ (4 July-7 August ratory is an enormous, time-consuming task. 1 9 9 6 )______Activity Data This process should begin very early and in ■ 10,723 medical encounters The Centers for Disease C ontrol and Preven­ close consultation with the IOC Medical Com­ were recorded tion (CDC), a federal government agency in At­ mission. ■ 7,333 (68%) involved lanta, provided substantial assistance w ith data ■ Because most Games medical staff are vo l­ accredited individuals collection. The CDC provided 14 people to re­ unteering their professional expertise and ■ 1,804 (17%) were athletes port and log all medical incidents. This group, time, the difficulties involved in recruiting % ■ 4,469 (42%) were injuries perform ing as a subset of Medical Services, was them for test events prior to the Games need ■ 9,829 (92%) were initial located within ACOG headquarters and utilized to be recognized. A visits ■ 1,053 (10%) were heat the ACOG computer network system. ■ Publications and communications of the related Medical encounters or incidents were de­ standards of the IOC medical controls on an fined as visits to an ACOG medical facility, re­ international level is paramount to the success quiring some type of medical care and a physi­ of the athletes and competitions. cian-completed form. More than 10,000 incidents were reported. Additionally, more than 20,000 visits to medical facilities were made for reasons other than medical treatment, including athlete massages, injury taping, and requests for inform ation. (For a summary o f Games-time medical encounters, see Figure 3.)

Atlanta1996,

ALLYN P C ANN M COLEMAN • CAROLYN K COLEMAN • CHARITY R COLEMAN • DAN COLEMAN • DAWN L COLEMAN • ELIZABETH L COLEMAN • HAROLD D COLEMAN JA M E S T C O L E M A N • J E A N A E C O L E M A N • JE R R Y W C O L E M A N • J O H N L C O L E M A N • KELLY M C O L E M A N • L A W R E N C E A C O L E M A N • L E O N C O L E M A N • L IN D A D C O L E M A N • 294 NATALIE K COLEMAN • PATRICIA A COLEMAN • PATRICIA R COLEMAN • PHILLIP A COLEMAN • RONALD E COLEMAN • SHELLY A COLEMAN •

Source : Bibliothèque du CIO / IOC Library CHAPTER SEVENTEEN / OLYMPIC FAMILY AND PROTOCOL lLFa»(S5«E:j«ts5fc OLYMPIC FAMILY

The Olympic Family Department was responsi­ AGOG appointed an official IOC liaison in ble for lOG Relations, coordination with the February 1993, who reported directly to the C h a p t e r S e v e n t e e n consular and diplomatic corps. International IOC secretary-general and ACOG's Olympic Dignitary Relations, international entry issues, Family and Protocol director. She assisted both O l y m p ic F a m il y the Observer Program, and development of ac­ organizations in obtaining information for creditation policy for the Olympic Family. Games preparations, scheduling meetings and AND P r o t o c o l visits, and coordinating many other functions. IO C Re la t io n s In February 1996, the IOC loaned AGOG a French-speaking liaison with particular exper­ To enable the lOG and AGOG to coordinate in tise in IOC protocol. VERVIEW —The Olympic Family and Protocol Department, created in 1992 under the In­ meeting their mutual goals, regular communica­ O l y m p i c F a m i l y ternational Relations Department, coordinated ACOG's presence at all IOC meetings, tion took place between the president of the Reports to the IOC A N D P r o t o c o l O Olympic Family international meetings, and other gatherings. Olympic Family and Protocol also: lOG and the AGOG GEO. Senior management of E m p l o y e e s From its inception, AGOG was required to ■ administered the needs of the IOC; the NOCs; the presidents, secretaries-general, and execu­ the lOG administrative staff communicated di­ forward semiannual reports in English and Date Staff Number tives of the IFs; the organizing committees of future Games and bid cities; and all high-ranking rectly with members of AGOG's management French to the IOC Executive Board providing dignitaries and government officials; team. In addition, the lOG president nominated June 1993 9 detailed accounts of progress in preparation for ■ provided an expert Language Services Department to provide necessary assistance, special representative commissions to study spe­ the Games. Two years before the Games, these January 1996 30 ■ planned victory ceremonies that appropriately honored Olympic medalists; and cific subjects pertaining to the 1996 Olympic reports were submitted quarterly. Additionally, July 1996 35 ■ represented the Olympic Family's interests in all plans and preparations of AGOG Games and formulate recommendations to the AGOG was required to provide oral and written functional areas. lOG Executive Board. These included the Goor- reports about AGOG activities to the IOC Exec­ Note: These staff numbers do not include contractor, VIK, and volunteer dination Gommission, the Medical Gommis- utive Board and the IOC Session upon request. personnel. between AGOG and all NOG delegations, sion, the Press Gommission, and the Radio and O rganization In many cases, the same report was presented processed Games-time accommodations re­ Television Gommission. to the IOC Executive Board and the IOC Ses­ Olympic Family and Protocol was comprised of quests, recommended and coordinated with Most logistical and operational aspects of sion. ACOG representatives reported to every four departments: Olympic Family, Language Olympic attachés, helped locate pre-Olympic coordination between AGOG and the lOG were IOC Executive Board meeting and IOC Session Services, Protocol, and NOG Relations. training sites, and published a regular NOG facilitated by the lOG secretary-general, who from December 1990 to July 1996. The Olympic Family Department facilitated newsletter. made several visits to Atlanta during the pre- all AGOG relationships with the IOC and other The Airport Operations Department began Games period. The secretary-general met w ith IOC Coordination Commission Olympic Family constituencies. The Language as part of Olympic Family and Protocol. How­ representatives of Accommodations, Accredita­ To monitor preparations for the Games, the Services Department was responsible for pro­ ever, in November 1995, when the A irport Wel­ tion, Gorporate Services, Olym pic Family and IOC established a Coordination Commission. viding translation and simultaneous interpreta­ come Genter (AWG) was being planned. A ir­ Protocol, Olympic Programs, Olympic Villages, On 3 April 1991, ACOG representatives met tio n services and recruiting, evaluating, and port Operations became part of the Welcome Security, Ticket Sales, and Transportation to en­ with the chair of this commission and the IOC training language volunteers to staff all venues Genter venue team. Thereafter, Olympic Family sure planning was on schedule and that lOG secretary-general to discuss the specific respon­ during the Games. The Protocol Department and Protocol maintained close contact to en­ requirements had been met. The secretary-gen­ sibilities and functions of the commission. The managed Olympic Family lounges and reserved sure that the appropriate level of service was eral and her secretariat also made arrangements first commission meeting was held in August seating areas, protocol services at the Olym pic provided for arriving and departing Olympic for the lOG's 1 05 * Session, held from 14 to 18 1991; subsequent meetings were held biannu- Family Hotel (the Atlanta Marriott Marquis), Family members. (For more information on the July 1996. ally until the final year, when three meetings protocol services in venues and Olym pic V il­ AWC, see the Accreditation chapter.) Many specific matters were coordinated with were held at four-month intervals. Each meet­ lages, and victory ceremonies. The NOG Rela­ the lOG through its specialized group of direc­ ing was followed by a press conference. tions Department coordinated relations tors. This involved frequent contact w ith the di­ The role of the IOC Coordination Commis­ rectors of Sports, O lym pic Solidarity, Marketing, sion was to monitor ACOG's progress in Games Medical Services, the lOG's International Goop- preparations; provide assistance and expertise eration Department, Logistical Affairs, and Gon- trol and Goordination.

lELD COLES . GREG LCOLESON • .. . ,-vK.TW iA C. CO LLAR * MiAf , -V . ^cl I • BARRY K COLLIER • BETTY J COLLIER . CARMELITAVCOL 'CE COLLIER OUANITAECQ.^^FD COLLIER. GARY PCOLUER. GLENDA H COLLIER. JACQUELYN ECOLL^ 296 UANITA E COLLIER . KATE COLLIER • LISA C COLLIER • MICHAEL J COLLIER . REID COLLIER • ROBERT B COLLIER • SONYA M COLLIER . TOMMY A COLLIER - WALL^^ 297

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER SEVENTEEN / OLYMPIC FAMILY A N D PR O T O C O L

to ACOG; facilitate coordination with the IOC, Department, a briefing was also held for the am­ protocol officers from the State Department Of­ Im m igration and Naturalization Services, and NOCs, and IFs; and provide periodic reports on bassadors of the diplom atic corps in February fice of Protocol. the assistant secretary of state for the Bureau of the organization of the Games to the IOC Exec­ 1996 in Washington, DC. All arrangements for government dignitaries Consular Affairs concerning entry issues. Cer­ utive Board. In order to facilitate communication with were made through the NOCs. ACOG did not tain political issues and situations were m oni­ The function of ACOG's IOC liaison differed foreign diplomatic missions, Olympic Family re­ hold hotel accommodations for this group, but tored closely and inform ation was forwarded during the Games period. The composition of quested that each mission name an Olympic urged governments to work independently or regularly to ACOG senior management. the IOC Coordination Commission was revised contact. These Olympic contacts proved helpful through their NOCs to secure rooms. For con­ when Olympic Family needed to contact an em­ venience and security purposes, efforts were and expanded and, under the leadership of O bserver Pr o g r a m President Samaranch, its members met daily bassy directly regarding an Olympic Games is­ made to house the highest ranking dignitaries w ith ACOG management to discuss and resolve sue. Additionally, Olympic Family hosted a large at the Olympic Family Hotel. The Observer Program was developed under the various issues relating to the conduct of the number of diplom atic visitors, including heads Staffing for International D ignitary Rela­ direction of Olympic Family to manage relations Games. ACOG's IOC liaison, stationed in the of state, ministers, first ladies, ambassadors, con­ tions included a director, a protocol liaison co­ with future Olympic organizing committees suls general, and consuls for briefings and tours ordinator, a ceremonies logistics manager and of Olympic venues. The tours were arranged by assistant, a protocol liaison coordinator, and Guest Services, using volunteer tour guides. The nine protocol liaison officers, each responsible office also assisted the State Department in es­ for a group of countries and staffing the hot­ tablishing a liaison program between US diplo­ line/inform ation desk. matic Olympic coordinators in each US embassy Discussions were held with visiting NOCs as or consulate overseas and senior representatives well as consular and diplomatic contacts con­ of the NOCs and IFs. cerning dignitary attendance, but very little in­ formation concerning visiting dignitaries was

/eft; The IOC Coordination I nternational available prior to early 1996. Actual interna­ Commission held biannual D ig n it a r y R elatio n s tional dignitary attendance was 12 heads of meetings with ACOG staff. state, 10 heads of government, 104 ministers of Olympic Family Hotel, attended the daily venue Olym pic Family was responsible for coordinat­ sport, and 57 ambassadors. There were 19 world right: The IOC Coordination ing visits during the Games from high-level gov­ leaders present at the Opening Ceremony and 3 Commission visited the management meetings to which all ACOG at the Closing Ceremony. Olympic Stadium during its functional areas reported and assisted in the ernment dignitaries and members of royal fami­ construction phase. exchange of information to ensure the smooth lies. W hile such dignitaries were considered processing of any specific requests or problems guests of their respective NOCs, International I nternational En t r y I ssues and facilitate requests of observer organizations. Representatives of raised by the IOC. Dignitary Relations coordinated all NOC re­ The Observer Program was coordinated by one organizing committees for quests for dignitary accreditation, accommoda­ Olympic Family included within its manage­ manager, two coordinators, and ten volunteer future Games participated in tions, and other arrangements, serving as the li­ ment an officer on loan to ACOG from the US the Observer Program. C on su la r a n d D ip l o m a t ic C orps assistants. The prim ary responsibilities of the aison with advance NOC, government, and/or Department of State for two years, commencing Observer Program were to: In 1994, the Olympic Family Department began ministry representatives of fhe visiting digni­ August 1994. Obtaining visas became this o ffi­ ■ establish and maintain a positive relation­ to manage an active liaison program with the tary. The dignitary program worked internally cer's main responsibility, principally for interna­ ship with the organizing committees, Olympic consular and diplomatic corps. The program with Accommodations, Accreditation, Airport tional athletes and officials needing regular visi­ bid cities, and international multisport organi­ with the diplomatic corps in Washington, DC, Operations, Guest Services, Security, and Trans­ tor's visas to come to Atlanta during the two zations; was very successful, w ith 127 of fhe 162 em­ portation to provide an appropriate level of ser­ years before the Games for Olympic-related ac­ ■ provide hospitality services to visiting ob­ bassies naming diplomats to facilitate Olympic- vice to each individual. tivities or events. Many visitors coming for servers, including organizing and coordinating related issues directly. Direct contact with the International Dignitary Relations functioned meetings in Atlanta, pre-Olympic test events, accommodations, transportation, and venue consular corps was maintained through meet­ from the Olympic Family Hotel during the and other reasons requested assistance in ob­ tours; communicating with ACOG representa­ ings between Olympic Family staff and a con­ Games. Each visiting delegation was assigned a taining visas from US embassies and consulates tives; and providing informational documents sular corps working group and meetings be­ protocol liaison officer to coordinate details of overseas. for use; tween the managing director of International the visit. All details were also coordinated with Olympic Family and International Relations Relations and the dean and vice dean of the the Secret Service and D iplom atic Security de­ worked with three main offices at the State De­ consular corps. W ith the assistance of the State tail leaders responsible for dignitary protection. partment: the Visa Office, the Office of Protocol, Logistics coordination, particularly for Open­ and the Office of International Relations. In ad­ ing and Closing Ceremonies, was facilitated by dition, the managing director of International Relations consulted regularly w ith senior gov­ ernment officials such as the undersecretary of state for Political Affairs, the deputy director of

• G E R A LD J C O L L IN S « G L O R IA G C O L L IN S . JA- «« « * . D COLLINS . KATRINA JOSEPH LCOLLINS. JOYCE ACOLLINS. JUSTIN LCOLLINS. KATHLEEN 9QQ 298 îS «I RINA C COLLINS • KIM BERLV GAIL COLLINS • LE WIS E COLLINS • LI SA M COLLIN S . LYN ETTE W COLLI NS • MARGARET J COLLINS • MARILYN K C O LLAS .M ARTI N CO^^^^

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER SEVENTEEN / OLYMPIC FAMILY AND PROTOCOL

■ serve as a liaison w ith the IOC Candidate The Salt Lake C ity Organizing Committee French and English for distribution to IOC dards of the Olympic Movement. The follow­ Cities Department; sent a delegation of approximately 25 people members, IF and NOC presidents and secre- ing recommendations are offered to future or­ ■ develop and manage the observer accredi­ to the 1996 Olym pic Games. taries-general, organizing committees, and vari­ ganizing committees. tation policy in conjunction with the Accredi­ Eleven candidate cities for the 2004 Olympic ous guests. ■ Appoint specific liaisons between ACOG tation Department; Games—Athens, Greece; Buenos Aires, Argen­ and the respective organizations to ensure suc­ ■ develop an Observer Exchange/Loaned tina; Cape Town, South Africa; Istanbul, Turkey; Conclusions and Recommendations cessful Interchange. Employee Program that allowed future Games Lille, France; Rio de Janeiro, Brazil; Rome, Italy; ■ C oordinating all aspects of diplom atic re­ organizers to send employees to Atlanta to San Juan, Puerto Rico; Seville, Spain; Stockholm, Olympic Family existed to facilitate and nur­ lations, from entry visas to dignitary visits, is of work with ACOG prior to and during the 1996 Sweden; and St. Petersburg, Russia—sent delega­ ture relationships between Olympic Family central importance. Games; tions to the 1996 O lym pic Games. constituents and ACOG functional areas In ■ develop and conduct the Observer Semi­ Other multisport observer delegations that ! order to promote and uphold the IOC stan­ nar held in May 1996; attended the 1996 Games included: APOC and j ■ develop an observational tour schedule for the committees organizing the XVI Common- ‘ all venues during the Games in conjunction wealth Games in Kuala Lumpur, Malaysia; Inter- | La n g u a g e S e r v ic e s w ith the Venue Management and Sports De­ national World Games Federation; the Goodwill ; partments; and Games; organizers of the 1998 Hockey W orld | Because the Olympic Movement has two official English, and the Translation division provided ■ maintain an office for the Observer Pro­ Cup, Netherlands; 1998 W orld Cup, France; and | languages and involves people who speak many written translation from English into French. gram located in the Olympic Family Hotel dur­ the Aslan Games in Seoul, Korea. different languages, a competent Language Ser­ Certain critical documents were also translated ing the Games period. vices staff was essential in planning and con­ into Spanish. To ensure accuracy, all official pub­ ducting the Centennial Olympic Games. Accu­ A ccreditation Po l ic y i lications were translated by professional trans­ Observer Delegations rate oral and written messages were critical to all lators who followed a sfrict quality-control The Sydney Organizing Committee for the Olympic Family worked with the Accreditation | types of communication, from high-level meet­ process. Language-skilled volunteers assisted Olympic Games in 2000 (SOCOG), the Orga­ Department to define the accreditation policy ings of the IOC Medical Commission and IOC translating into English all documents written nizing Committee for the XVlll Olympic Win­ for Olympic Family members. This policy de­ Session to press conferences at the Main Press in other languages. French translation was also ter Games in Nagano, Japan, in 1998 (NAOC), termined the levels of service for the various Center (MFC) and the competition venues. Ad­ provided for lnfo'96, signage. Opening and the Salt Lake C ity Organizing Committee for constituents, including seating, transportation, ditionally, the Language Services Department Closing Ceremonies speeches, and selected the 2002 W inter Games, and 11 candidate and access to zones at venues. O lym pic Family worked w ith all ACOG functional areas to assess phrases displayed on scoreboards. cities sent delegations to Atlanta for the Games. also worked with Accreditation and Govern­ translation and interpretation needs. Translation management personnel were re­ SOCOG sent a delegation of approximately ment Relations to develop procedures for the Language Services was comprised of Transla­ sponsible for the initial receipt of documents 150 people. In the years leading up to the Olympic identity card and entry into the US tion, Interpreting, and Operations divisions. and assigning and scheduling the appropriate Games, ACOG hosted approximately 40 for the Games through negotiations with the The Translation division translated all docu­ technical staff fo perform the translation qual­ SOCOG officials, including the premier of New US government. ments and official publications from English ity-control process w ith in a certain tim e frame. South Wales. Prior to and during the 1996 into French, and both the Operations and In A database was used to track all pertinent in fo r­ Games, approximately 20 people from SOCOG Publications terpreting divisions facilitated spoken commu­ mation regarding each translation. participated in the Observer Program. In addi­ nication. During the Olympic Games, a Lan­ The first step in the process was the in itia l tion, approximately 40 security personnel from Olympic Family provided information for vari­ guage Services comm unication center (LCC) was translation. Once this was completed, the origi­ Australia participated in the Security Task Force ous ACOG publications and was responsible for established to provide central coordination for nal document and the corresponding transla­ Volunteer Program and were assigned to secu­ w orking w ith Creative Services to publish an all language-related issues, thereby integrating tion were sent to an editor, who ensured that all rity duties at the venues. Olympic Family guide, which included infor­ the three different divisions into one operation. sentences were translated properly using estab­ NAOC sent a delegation of approximately mation about accommodations, accreditation, lished ACOG terminology and style guidelines 65 people. Prior to and during the Games, ap­ arrivals and departures, the Cultural Olympiad, T r a n s la tio n Services and adhering to grammatical rules. The final proximately 10 NAOC representatives partici­ entertainment, Olympic Villages, and transporta­ step was proofreading. The proofreader exam- pated in the Observer Program. An NAOC staff tion. A total of 16,000 copies were produced in The Olympic Charter mandates that French and member served as one of the Observer Pro­ English are the official languages of the Olympic gram's coordinators. Games. ACOG created all w ritten materials In

•■MdSON jCoV'i^i^D LCOLLINS • WILLIAM L COLLINS • WILLIAM LCOLLINS • YOLANDE BRUNSON COLLINS • LAWRENCE H COLLINS ATC ♦ AUBREY H COLLINS 111 • ANDRES COLLINUC- NIA-W i l l n ER p w n • C O N S T A N C E L C O L O N • D AVID C O L O N • J U L IO E C O L O N • L A U R IE J C O L O N • N IC H O L E N t ■ - ...... LO N E • R E G IN A C OLO- 300 « • MARTIN A COLTON • 301

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING AFTER SEVENTEEN / OLYMPIC FAMILY AND PROTOCOL

ined the translated document for basic grammar the extensive use of computers and computer and track all pre-Games translation activities. Requests for translation services from the errors, ambiguity, and other visible mistakes. tools warranted adding a technology expert. Simultaneously, Translation explored the capa venues. Villages, and NOGs were also handled The original document was referenced for clarifi­ In June 1995, a request for proposal was sent bilities of an IBM product called Translation through the center. cation only. to more than 35 translation service companies Manager. This computer-assisted program recog­ Translation center staff was also responsible To ensure consistency between documents, throughout the US to secure a competent com­ nized previously translated text and sections of for translating 32 issues of the Olym pic Village the Translation division created style guidelines pany to provide auxiliary translation services. text that matched sections of a new document. newspaper, the Daily Olympian, into French. and sport-specific and Olympic-based glossaries. Inlingua, a company with an Atlanta presence For sections that matched exactly, it allowed for The majority of the material for translation ar­ Glossaries were in itia lly created by volunteers and the ability to provide translations in more incorporation of the previously translated text. rived at various times during the day, and be­ who compiled and researched term inology in than 60 languages, was selected. When the new text was similar, but not identi­ cause of publication deadlines, involved four to publications from previous Olym pic Games. The Games-time translation team consisted cal to previously translated text, the system dis­ six translators per issue. Once a basic glossary of terms was established, of a manager, an administrator, a technology played the similar translation, allowing the French glossaries were sent to INSEP (Tlnstitut specialist, 5 coordinators, 4 staff translators, 2 translator to modify accordingly. This system Ü I nterpreting Services National du Sport et de l'Education Physique / French translation students, 35 freelance trans­ guaranteed consistent terminology and phrase­ National Institute for Sports and Physical Edu­ lators, 9 volunteer Games-time translation as­ ology in translated documents. Translation Interpreting services were provided for desig­ cation) for review by French technical delegates sistants, and 47 Games-time translators. Manager also contained a glossary tool that fur­ nated meetings, such as lOG meetings, press and/or athletes. Upon return of the informa­ ther ensured proper term usage when more than conferences at the MPG and certain venues, se­ Pre-Games Translation tion, AGOG translators with sport-specific ex­ one translation option existed. Another IBM lected IF congresses, and at other pre-Games and 11 pertise reviewed the documents for accuracy Translation services were necessary for a va­ product, FlowMark, was used for Games-time Games-time events. In addition to actual inter­ and clarified any questions with IPs or other au­ riety of documents, ranging from general corre­ translation. This program automatically routed preting services. Language Services was responsi­ thorities. For Spanish glossaries, AGOG con­ spondence to highly technical documents. and tracked documents through the translation ble for renting all simultaneous interpreting sulted TERMGAT, an organization that provided French and Spanish translation services were process. equipment and the required technical support. electronic copies of its glossaries for the Transla­ provided daily for the International Relations The chief interpreter, named in A pril 1994, "PI Translation Center Iliil tio n term inology database. The glossaries were Department, to aid correspondence with the was responsible for selecting and supervising extremely valuable to the Translation staff, pro­ Olympic Family. In addition to these docu­ The translation center, located at the Info­ the simultaneous interpreters as well as other fessional interpreters, and volunteers. ments and letters, French translation services rum adjacent to the MPG, was operational associated details. The chief interpreter worked were required for formal presentations and re­ from 17 June through 7 August 1996. From 17 directly w ith the lOG to schedule services for Staffing ports to the lOG and various lOG commissions. June until 14 July, the center operated Monday its meetings. In those instances. Language Ser­ The core of the Translation division staff was Some of the more challenging translation through Saturday from 0700 until 2300. From vices served as a liaison between the chief in ­ a team of personnel fluent in French and/or projects originated in Sports Logistics, including 15 July until 4 August, it operated 24 hours a terpreter and the responsible organizations. Spanish w ith experience in the language services translations of explanatory books and team day, seven days a week. The m ain purpose of In the fourth quarter of 1995,1.S.T.S. was se­ industry. The program director, hired in May leader guides for each sport, as well as numerous this center was to translate the contents of the lected to provide the rental, transportation, in­ 1993, supervised all translation projects. Joining sport-specific forms and reports. A substantial Info'96 system, including biographies, news, stallation, and operation of all simultaneous the staff in June 1994, the translation manager amount of translation work was associated w ith historical results, schedules, and other general interpreting equipment. In January and April assisted w ith the day-to-day organization and lnfo'96 and the commentator information sys­ inform ation about the Games. The minutes of 1996, site visits to all the facilities ensured ade­ management of all translations. Two translation tem (GIS). AGOG signs were translated in to the daily chefs' meetings were translated into quate space and defined specific equipment coordinators were hired in October 1994. French, with the signs at the MPG, Olympic French and Spanish each afternoon for same- needs. Technicians arrived during the first week Prior to September 1994, when a senior Villages, and AWG also translated in to Spanish. day delivery to the chefs. Translation of translator was hired, a team of freelance trans­ Numerous translations were also required for weather reports was performed by the National lators and editors translated most AGOG Opening and Glosing Geremonies, including Weather Service. documents. All AGOG translators were fluent in but not limited to programs, scripts, story­ The translation center also handled miscel­ French and English. Some freelancers were cho­ boards, speeches, pre-show videos, and press laneous requests for translation services, re­ 111 sen to work on specific projects that required guides. gardless of language, for documents including < ' their area of expertise. A native French-speaking speeches, venue announcements, and signs. Technology translation technology specialist was added to the staff translation team in October 1995, as Translation services made use of state-of-the- art translation management tools. A database was established in October 1994 to monitor

CKl ■ patty ECOMPTOn = °’A° ' "AREN J COMPANA . ROBERT J. COMPITELLO • ANTHONY L COMPTON . GEORGIA B COMPTON . LEIGH Y COMPTON . MAR ^ K LIN • C A M I c ONDIE COMSTOCK. MARIE T COMTE OIMR c o n a r d . LYNNE DCONBOY. SILVIA CONCIATORf. RICHARD r 302 ^NDIE JEAN CONDO • LISA M CONDON • PATRICK E CONDON • TERRI R CONDON • THOMAS J CONDON • WILLIAM L CONDON • MIMI L CONDREY • HEATH^^^^ 303

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING C HAFTER SEVENTEEN / OLYMPIC FAMILY AND PROTOCOL

of July to survey all requirements and begin in­ were exclusively simultaneous, exclusively con­ conferences, medical emergencies, and security were abundant; however, during the first quar­ stallation according to the established schedule. secutive, or a combination of both. problems by serving as communication facilita­ ter of 1996, it was necessary to recruit vo lu n ­ tors, rather than information providers. Due to teers fluent in other languages. These efforts Pre-Games Activities Staff Housing and Transportation the high level of language proficiency required were extremely successful with languages such Simultaneous interpreting services and the Securing accommodations for interpreters in these situations, the majority of language as Korean and German; however, languages associated equipment rental and technical sup­ and technicians was challenging, as inter­ agents spoke English and one additional lan­ such as Arabic, Russian, Polish, and many port were required for the following meetings preters and technicians were obliged to reside guage only. other Eastern European languages required held prior to the 1996 Olym pic Games: within approximately 20 mi (32 km) of the greater efforts. In some cases. Language Services Recruitment ■ ASOIF and IOC Executive Board meeting— Olympic Ring. As a result, daily planning of was required to find volunteers outside the French, Spanish (March 1993) work schedules for the interpreters was critical, Recruiting efforts targeting international or­ Atlanta region. In these instances, specific F l a g s o f t h e FLAG OF THE PARTICIPATING INTERNATIONAL ■ ANOC General Assembly—Arabic, Eng­ and last-m inute requests for services were not ganizations and other groups began in June languages were targefed, and only candidates D e l e g a t io n s Olympic Committee lish, French, German, Russian, Spanish, easily accommodated. 1993 in conjunction w ith the Envoy Program with substantial prior interpreting experience J u l y 1 9 9 6 (December 1994) Ten rooms were reserved at the Olympic ■ Chefs de Mission Seminar—English, Family Hotel where interpreting staff members French, Spanish (May 1995) could coordinate all IOC meetings that were 1 1 ■ Third IOC W orld Congress on Sports Sci­ difficult to schedule in advance. Additionally, AFG / Afghanistan ALG / Algeria A N T / A ntigu a and ARU / Aruba AUT / Austria BAN / Bangladesh BEL / Belgium ence—English, French (September 1995) ACOG's chief interpreter and deputy chief in­ Barbuda ■ Other IOC and commission meetings held in terpreter resided at the Olympic Family Hotel Atlanta—English, French (periodically, 1992-95) to coordinate these activities. o AHO / Netherlands AND / Andorra ARG / Argentina ASA / American AZE / Azerbaijan Because of the location of interpreting staff Antilles BAR / Barbados BEN / Benin S am oa Games-Time Activities housing, transportation was critical to ACOG's During the Centennial Olym pic Games, si­ ability to utilize its interpreters. In addition to multaneous interpreting services were provided the staff and spectator transportation systems, ALB / Albania ANG / Angola ARM / Armenia in many meeting places and locations on a reg­ the interpreting staff was allowed to utilize the AUS / Australia BAH / Bahamas BDI / Burundi BER / Bermuda ular basis. media transportation system. Simultaneous interpreting services and tech­ created by O lym pic Villages. Language Services or fhose enrolled in a university program for nical support for IF congresses and other O perations representatives made presentations to organiza­ professional interpreters were accepted. Olympic-related meetings were coordinated tions throughout the Atlanta area to encourage through Language Services on a reimbursement The primary focus of the Operations division people to volunteer, and in September 1995, Language Proficiency Evaluation basis. Consecutive interpreting services were was to facilitate conversation between AGOG Language Services established a telephone A placement device was used by Language provided at venues for fhe following sports: representatives and Olympic Family members, number to inform callers about the require­ Services to evaluate candidates. In addition to ■ boxing—Russian, Spanish including media, who did not speak a common ments necessary to become a language agent. evaluating all candidates for language agent ■ fencing—French, Italian, Spanish language. These services were provided by vo l­ Prospective volunteers were interviewed by positions. Language Services also conducted ■ handball—French, Korean, Spanish unteers called language agents. At all competi­ Language Services from September 1995 evaluations for other ACOG department posi­ ■ shooting—French, German, Korean, Russian tion venues and selected noncompetition through May 1996. More than 3,000 candidates tions for which language skills were crifical, ■ wrestling—Korean, Russian venues, such as the Atlanta Olympic Village, were interviewed for language agent positions. such as Olympic Villages. Every effort was made to have either a pro­ the MPC, and the Olympic Family Hotel, Lan­ Because of exfensive time commitment as­ The language evaluation consisted of three fessional interpreter and/or language agent guage Services m aintained a response team of sociated with being a language agent, includ­ increasingly difficult sections of recorded oral available at all venues for press conferences language agents with expert skills in principal ing the 10-day minimum volunteering require­ exercises, including an evaluafion of speaking and interviews upon request. Depending on languages. ment established by ACOG, every effort was skills and memory recollection. Evaluations the venue, the interpretation services provided Primary clients consisted of Doping Control, made to recruit volunteers from Atlanta and Medical Services, Olym pic Family, Olym pic the surrounding regions of Georgia and fhe Villages, Opening and Closing Ceremonies, South. Qualified French and Spanish speakers Press Operations, Protocol, Security, and Sports. Language agents also assisted in press

ROBERT WCONDUFF CATC • MONIKA K CONE • SUE SCONE • DARRELLTCONERLY* PAULVCONESCU • DARRELL CONEY • PRINGE E CONEY • JEFFREY S CONGDON ’ A CONGDON • JUNE GDON‘ WILLIAM-LIAMFCONGER F CONGER • MARIA...... J CONJUNGO*...... DONNA...... D CONKLIN • KENNETH V CONKLIN • MARYS CONKLIN • JANICE F CONKRIGHT • CHRISTI NE CONKWRIGHT * MARK K CONUt . C O N N E L L Y . MARY C(§^5^^^Np ,, v . '''‘ELL. MICHAEL ACONNELL «PAUL M CONNELL. SUSAN KCONNELLPT. CONNIE LCONNELLY. DEBRA LCONNELLYOAM^S 304 APRIL L CONLEY BRENDA O CONLEY «CAROLINEL CONLEY • ED CONLEY • JAMES P CONLEY • JUDY G CONLEY • LOIS J CONLEY • PATRICIA H CONLEY • ROBtK • CONNELLY • MICHELLE CONNELLY • ANGELIQUE E CONNER • ANNA R CONNER • CHARLOTTE B CONNER • DANNI CONNER • DAVID E CONNER • EUGENE VINCENT CONNER 305

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER SEVENTEEN / OLYMPIC FAMILY AND PROTOCOL

were conducted in the language laboratories at intent of fhis program was to provide language consultant, a database project coordinator, and language agents wore a badge at all times in d i­ Kennesaw State University and Georgia State agents with interpretation tools and tech­ 15 office volunteers. Volunteers played a sig­ cating the language(s) they could speak. The University, where 20-30 people could be evalu­ niques, as well as an opportunity to practice, nificant role in the daily operations of Lan­ VLSMs were given temporary passes that they ated simultaneously. In total, 3,787 evaluations thus ensuring they were well-trained and capa­ guage Services. managed and distributed as needed when lan­ were administered— 75 percent for Language ble of handling situations that might arise dur­ guage agents were called upon to provide assis­ Venue Operations Services purposes and the rem aining 25 percent ing the Games. tance in areas where they were not accredited. for other AGOG functional areas. Training sessions for language agents were Language Services was part of fhe manage­ Requests for language assistance were com­ conducted prior to large events, including, but ment team at each venue, attending meetings municated to Language Services either through Training not limited to, Atlanta Sports '95 and the and participating in all planning sessions prior the venue communications center or directly, A comprehensive training program was de­ ANOC General Assembly meeting in December to the Games. D uring the Games, each coordi­ and the language agent was temporarily dis­ veloped for language agents by a Language 1994. Language Services also provided basic nator became a venue language services man­ patched to the appropriate functional area. A Services training coordinator in conjunction training for other functional areas with lan- ager (VLSM), resulting in a Games-time staff pager was provided to facilitate communication.

*

BHU / Bhutan BLR / Belarus BRA / Brazil BUL / Bulgaria CAM / Cambodia CGO / Congo CHIM / People's COK / Cook CPV / Cape Verde C U B / Cuba DEN / Denmark DOM / Dominican Republic of China Islands ESA / El Salvador ETH / Ethiopia 1^1 I I Republic BIH / Bosnia and BOL / Bolivia BRN / Bahrain BUR / Burkina Faso CAN / Canada C H A /C h a d CIV / Ivory Coast COL / Colombia CRC / Costa Rica CYP / Cyprus DJI / Djibouti ECU / Ecuador ESP / Spain Herzegovina FIJ / Fiji f u n BIZ / Belize BOT / Botswana CAP / Central CHI / Chile CMR / Cameroon COM / Comoros BRU / Brunei CRO / Croatia CZE / Czech DMA / Dominica EGV / Egypt EST / Estonia FIN / Finland Darussalam African Republic Republic

with an outside consultant. This program guage-skilled staff, such as Security and of 39 VLSMs, 56 volunteer assistant VLSMs, Because Language Services operated as a re­ assumed an advanced or expert level of lan­ Olympic Villages. 9 volunteer Language Services coordinators, sponse team in the venues, the daily activities I guage a bility in English and at least one other In addition to training the language agents, and approximately 1,400 language agents. In varied. Assignments ranged from the scheduled language and focused on the appropriate usage three mandatory training sessions were held total, 42 Language Services offices were m ain­ press conferences and tours to assisting w ith of these language skills in a variety of situa­ for all Language Services management and co­ tained in all competition and selected non­ doping control, ceremonies, sports technical tions, such as press conferences and medical ordination personnel. Managers were also re­ com petition venues. Each Language Services meetings and weigh-ins, security incidents, and emergencies. quired to attend supplemental training ses­ office was staffed w ith a VLSM and 1-3 assis­ severe medical problems. Training included a mandatory six-hour pri­ sions that focused on managing all venues and tant VLSMs, supported by a team of 15-20 lan­ mary training session, w ith at least two addi­ emphasized differences and unique require­ guage agents per shift. Communications Center tional three-hour workshops. During primary ments of their respective assignments. Addi­ Efforts were made to provide services to as A central control center, the LCC, was estab­ training, basic job responsibilities were described, tionally, managers were encouraged to partici­ many people as possible w ith as few languages lished to provide overall support of Games- interaction with other departments was ex­ pate in international sports events prior to the as possible. Based on sport-specific available in ­ tim e Language Services operations. Direct and plained, and techniques and ethics of consecu­ Games to ensure adequate understanding of formation such as qualifying countries, histori­ immediate access to senior Language Services tive interpretation were presented. The work­ the event environment. cal results, and world championship data. Lan­ management staff, as well as to the translation shops were smaller sessions during w hich vo l­ guage Services established a list of languages to center, was also available through the LCC. Staffing unteers participated in role-playing, memory be covered at each venue. Input from Sports and Every day, reports were faxed to the LCC for retention, and note-taking exercises. The The Operations division consisted of an op­ Communications was critical to these decisions. erations manager, a recruitment coordinator, a In general, Language Services followed stan­ training coordinator, a venue operations coor­ dard operating procedures at all venues. During dinator, 4 regional coordinators, a training an event, language coverage was provided at each Language Services venue office during pre­ determined hours. To ensure easy identification.

. JOHN O CONNER • MARJORIE H CONNER • PENNY CONNER • WILEY C CONNER • VELYNA E CONNER-JOHNSON * JOHN E CONNERAT * JAY T CONNERLEY • JOSEPH L CONNERS • • 306 NINGTON • CHUCK CONNOLLY • DENISE R CONNOLLY • GAIL L CONNOLLY PT • CAPITA C CONNOR • CAROLYN L CONNOR • CHRISTOPHER M CONNOR • FRANK F CONNOR • J^SSIKA C C ONil ^ . ER • JAMES KAREN A CONNOR • KERRY M CONNOR • PAT L CONNOR • MICHAEL J CONNOR JR • DAVID SCOTT CONNORS • WILLIAM G CONNORS • BOB L CONOVER • BENJAMIN W CONRAD • CHRIS V CON 307

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING C HAFTER SEVENTEEN / OLYMPIC FAMILY AND PROTOCOL

compilation into a single daily activity report agents 18 hours a day. AT&T's Language Line active from 1 June 1995 to 10 August 1996. Observatory of the French Language, awarded a used to monitor all venue operations on a regu­ Services provided supplemental assistance to Every two months, two students from I'lnsti- “Gold Medal in the French Language" to AGOG lar basis. the language agents from 2400 to 0600. A ll calls tut Supérieur d'interprétation et de Traduction in his critique of its performance. The services provided by this operation var­ were answered w ith in 45 seconds, and com­ (ISIT) or l'Ecole Supérieure d'interprétation et ied substantially, from routine procedural ques­ plete language coverage was always maintained. de Traduction (ESIT) were sent to Atlanta to as­ Conclusions and Recommendations tions and venue-specific concerns requiring im ­ The language switchboard had transfer and sist ACOG's translation efforts. The students, mediate resolution, to personnel problems and conference capabilities, enabling the language enrolled in translation programs at these The importance of providing translation and cultural questions and challenges. Therefore, if agent to remain on the line in order to facilitate schools, were carefully selected by the schools' interpretation services in a wide range of lan­ there was an unexpected shortage of speakers conversation between parties not able to com­ administrations and were provided round-trip guages is central to planning and providing for of a particular language in one venue, the LCC municate with each other directly. airfares, accommodations, and per diem ex­ an international environment in which to could reappoint underutilized speakers from Languages covered by the language switch­ penses. AGOG reimbursed students for their stage the Games. In addition, measures taken another venue. The LCC had the authority to board included Amharic, Arabic, Bulgarian, insurance. to maintain high standards for French transla-

1 1 1 1 HAI / Haiti HUN / Hungary FRA / France GBR / Great Britain GEQ / Equatorial GRE / Greece GUI / Guinea IRI / Islamic ISL / Iceland ITA / Italy II EJOR / Jordan KEN / Kenya G uinea Republic of Iran KSA / Saudi Arabia LAT / Latvia I GAB / Gabon GBS / Guinea-Bissau GER / Germany GRN / Grenada G U M /G u a m HKG / Hong Kong INA / Indonesia IIIRL / Ireland ISR / Israel IVB / British J P N / Japan KGZ / Kyrgyzstan KUW / Kuwait Virgin Islands LBA / Libyan Arab Jam ahiriya

EGUY / Guyana HON / Honduras IND / India IRQ / Iraq GAM / Gambia GEO / Georgia GHA / Ghana GUA / Guatemala ISV / Virgin Islands JAM / Jamaica KAZ / Kazakhstan KOR / Korea LAO / Lao People's LBR / Liberia Democratic Republic

move volunteers from one venue to another as Czech, Dutch, Farsi, Finnish, French, German, Term inology assistance was also provided. tion are rewarded by consequent international needed. The LCC also handled requests for Greek, Hausa, Hebrew, H indi, Hungarian, Igbo, INSEP reviewed glossaries and also produced credibility and the ability to fulfill the man­ w ritten translation services in the venues and Italian, Japanese, Korean, Mandarin, Norwe­ its own French/English sport-specific lexicon. date to provide all documents and announce­ provided professional interpreters for sensitive gian, Polish, Portuguese, Romanian, Russian, Eight hundred copies of this publication were ments in both French and English. The follow­ situations. This operation proved to be the cor­ Slovak, Spanish, Swahili, Thai, Turkish, Viet­ provided free of charge to Language Services ing recommendations are offered to help fu­ nerstone of Language Services during the 1996 namese, and Yoruba. From 7 July to 8 August to distribute to its French-speaking staff and ture language services departments in these 1996, the language switchboard received ap­ Olym pic Games. volunteers. endeavors. proximately 2,600 calls, 20 percent of which The Ministry of Foreign Affairs, with assis­ ■ A senior translator should be appointed Language Switchboard were directed to AT&T's Language Line Services. tance from the Ministry of Youth and Sport, fi­ three years prior to the Games to establish pro­ In addition to the LCC, Language Services nanced a program called FOCUS (Français cedural guidelines. The services of an auxiliary also established a telephone switchboard service L ia is o n w it h th e Olympique C om m unicatif à TUsages Spéci- language services company can also be very to provide general support to all functional ar­ Fr e n c h G o v e r n m e n t fiques/French Olympic Terminology). This beneficial and should be contracted early. eas and support spectators in medical and secu­ program, conducted entirely in French, pro­ ■ Material used in connection with informa­ rity emergency situations. The 24-hour lan­ The French government provided substantial vided native and non-native French speakers tio n systems, comm entator inform ation, and guage switchboard, covering 31 languages, was support to Language Services through various the opportunity to study issues and terminol­ other technical systems should be translated as situated in the Atlanta Olympic Village to en­ governmental and private associations, includ­ ogy unique to the Olympic Movement and soon as possible. Efforts should be made to sure its easy and direct access to all Village de­ ing the Office of the Consul General of France Atlanta. standardize all terminology usage and test and partments and NOCs. It was staffed by language in Atlanta, the Alliance Française of Atlanta, The French government maintained a strong refine the translation process m any months the French Ministry of Foreign Affairs, and the interest in all AGOG activities that involved us­ prior to the beginning of the Games. French Ministry of Youth and Sport. age of the French language and was pleased ■ Some centralized management of all sig­ A translator training program, financed by with both the quantity and the quality of the nage should be done from both a planning and the French Ministry of Youth and Sport, was written and oral French language services pro­ vided. M. Yves Berger, president of the National

LTCONWAY . CONWAY 308 T H Y M C O NW AY • Y V O N N E A CONW AY • • ' DAVib M CON WELL • BRIAN J CON WELL • EDNA M CON WELL • LLOYD N CONYERS -RICHARD CONYERS • ONGMO COO • JOE F COOGLER • ALAN B COOK • ANDREA D COOK . ANDKL n 3 0 9

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING C H AFTER SEVENTEEN / OLYMPIC FAMILY AND PROTOCOL

implementation perspective. Develop a way to ■ Venue Management should provide suffi­ Both staff and volunfeers were trained in m ony was held. Teams w ith between 100 and produce signs without rekeying all the transla­ cient availability of day passes for language overall Olympic matters, basic protocol, and 300 members were welcomed separately or tio n w ork to ensure accuracy. agents, as there are many instances in w hich cross-cultural sensitivity. Training on country with one other NOG. For teams of 50-100 ■ The accommodations and transportation they are required to provide language assistance specifics and details of the Olym pic Village was members, ceremonies were held in conjunc­ needs of professional interpreters and techni­ in a zone for which they are not accredited. given to those volunteers handling the tours. tion with three or four other NOGs. Six NOGs cians should be considered early in the plan­ ■ A central Language Services comm unica­ were welcomed simultaneously if each had tions center should be incorporated into the Facilities ning process. Because the technical demands of fewer than 50 team members. their work require long and erratic hours, it early planning stages so all facets of Language The Olympic Village protocol office was Upon an NOG's arrival to the Olympic Vil­ would be helpful to locate them close to their Services can function together as one central housed in a 2,400 sq ft (216 sq m) tent located lage, its chef de mission was contacted and unit. at the guest entrance. The tent housed the assignments. schedules were established. The Protocol office Olympic Family lounge, the venue protocol fried to group together teams with similar lan­ program manager's office, the Olympic Village guages or geographical locations.

1 1 MEX / Mexico M U / M ali MOZ / Mozambique LCA / Saint Lucia LIE / Liechtenstein MAD /■ Madagascar MAW / Malawi MYA / Myanmar NED / Netherlands NIG / Niger NZL / New Zealand PAN / Pana PHI / Philippines POL / Poland a MLT / Malta MRI / Mauritius LES / Lesotho LTU / Lithuania MAR / Morocco MDA / Republic of MGL / Mongolia BNAM / Namibia NEP / ^ Nepal Bm h r / H B B NOR / Norway D M A / Oman M oldova PAR / Paraguay PLE / Palestine PGR / Portugal

MON / Monaco M T N I Mauritania LUX / Luxembourg MAS / Malaysia MDV / Maldives MKD I Former Yugoslav NCAB / Nicaragua DNGR / Nigeria B LIB / Lebanon NRU / Nauru PAK / Pakistan 1^ 1 PER / Peru Republic of Macedonia PNG / Papua New PRK / Democratic Guinea People's Republic of Korea mayor's office, a kitchen/pantry, a waiting Envoys assisted in confirm ing dates and P r o t o c o l room for dedicated hosts and hostesses, and an times w ith the various chefs de mission. Each enclosed terrace. Several lnfo'96 terminals were welcome ceremony began with the team or The Protocol Department was responsible for Olympic diplomas for fhe first- through eighth- available. teams being ushered into the amphitheater. The placed athletes and commemorative medals and protocol services in the O lym pic Village, com­ Village protocol program manager acted as the certificates for accredifed athletes and officials. Team Welcome Ceremonies petition venues, and the Olympic Family Hotel; master of ceremonies, announcing the name of general protocol and seating at special events, Team welcome ceremonies for the 197 NOGs the team being welcomed and introducing the Staffing and Training such as the opening ceremony of the 105* IOC were held between 6 July 1996, the opening of mayor or one of his five deputies. AGOG's exec­ The program manager for protocol services Session and the Opening and Closing Cere­ the Olympic Village, and 20 July 1996, the day utive management also conducted ceremonies. in the Olympic Village joined ACOG in June monies of the Games; and victory ceremonies. after Opening Geremony. The venue protocol The speaker welcomed teams in English, while 1995 and was assisted by a protocol coordina­ program manager organized and conducted translations of the welcome speech in French, tor beginning January 1996. A team welcome these ceremonies. O l y m p ic V il l a g e Services Spanish, German, Russian, and Arabic were dis­ ceremonies coordinator joined the staff in Feb­ Geremonies were held in a covered am­ played on television screens. The country's na­ ruary of the same year. During the operation of Protocol services in the Olym pic Village in ­ phitheater in the international zone of the Vil­ tional anthem was played as its national flag the Village, a tour coordinator was redeployed cluded the organization of team welcome cere­ lage, a facility that held 300 people in standing was raised. from NOG Relations. In addition, a m ultilin­ monies, tours for Olympic Family members room. A platform at the rear of the amphithe­ The Village mayor then gave the chef de mis­ gual staff of 82 members, m any selected from and distinguished guests, and distribution of ater was provided for the press. sion a quilt. The Quiltmakers of Georgia had among international students at Georgia Tech The number of NOG teams welcomed at prepared approximafely 400 quilts for presenta­ (site of the Atlanta Olympic Village), were one time depended on their size. If feams had tion to the chef de mission and the flag bearer available at Games-time, as were 25 flag rais­ more than 300 members, an individual cere- of each NOG. Each quilt was different and repre­ ers/bearers and escorfs. The Village protocol sented the history and culture of the South. program manager reported directly to the Pro­ tocol division but interacted extensively with Olympic Village management.

“OKS ! " COOKE . JULIANNE l« M COOKE ‘ MICHAELACOOKE* MURPHY W SA M U E L L O O O K M A N - A, 310 COOK•SANDRA ER T E C O O L . C A R R IE A C O O L SAT ■ S U S A N E C O O LE •''vi RGI n ?a“ w c Ô o L ë r '1 r SSS d a N c'^OOLEY 311

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER SEVENTEEN / OLYMPIC FAMILY AND PROTOCOL

Following the ceremony, each NOC was es­ the Olympic Family lounges and seating and petitions and closed approximately 30 minutes people from the IF regulating the sport being corted by a protocol representative to the for locating the Olympic Family members who after the end of the day's events. staged at that venue. Access required accredita­ chefs' meeting hall for a reception, where the were to present medals and flowers at the vic­ tion in the IF, Gt, B, B guest, or J categories. official flag bearer of each NOC was recognized tory ceremonies. Olympic Family Reserved Seating For the Opening and Closing Ceremonies, and presented with the second quilt. During the Games, each protocol team in In accordance w ith IOC guidelines and Rule the following stands were reserved for the rele­ Team welcome ceremonies were also orga­ the competition venues consisted of a venue 58 of the Olympic Charter, designated areas or vant accreditation categories: IOC, IF, NOC, G, nized for yachting teams at the Savannah Vil­ protocol manager, 2 venue protocol coordina­ stands were reserved for accredited Olympic Gt, Ac, Aa, B, and J in addition to the media lage by the venue protocol manager. tors, and 10-72 protocol officers, depending on Family members at each venue. The size of these and broadcast seating areas. Complimentary the capacity of the venue. Selection of man­ areas related to the overall seating capacity of tickets for Olympic Family members could be Tours agers and coordinators began in 1995, enabling the venue. Several high-demand events were obtained in the Olympic Family Hotel begin­ M any O lym pic Family members and guests AGOG to start training at pre-Olympic test designated as prime events. For these prime ning 48 hours before the Opening and Closing from the various countries, including heads of events. In January 1996, sessions began on events, complim entary tickets were required for Ceremonies. F

! |:l ★ ★

SLO / Slovenia SOM / Somalia SUD / Sudan PUR / Puerto Rico RSA / South Africa S A M / W estern SIN / Singapore SVK / Slovakia SYR / Syrian THA /Thailand TOG / Togo TUN /Tunisia Sam oa Arab Republic UGA / Uganda USA / United States of Am erica

SMR / San Marino SRI / Sri Lanka SUI / Switzerland mQAT / Qatar RUS / Russian SEN / Senegal SKN / Saint Kitts SWE / Sweden TAN / United B TJK / Tajikistan and Nevis TPE / Chinese Taipei TUR / Turkey Federation Republic ofTanzania UKR / Ukraine UZB / Uzbekistan

11 RWA / IIRwanda SEY / Seychelles SLE / Sierra Leone SOL / Solomon STP / SaoTome SUR / Suriname ROM / Romania SWZ / Swaziland TGA / Tonga TKM /Turkmenistan TRI / Trinidad Islands and Principe UAE / United URU / Uruguay VAN / V anuatu and Tobago Arab Emirates

state, members of royal families, and other venue-specific matters, Olympic protocol, and certain categories (G, Gt, some B), w hich were A presidential box was used for distinguished high-ranking government officials, also visited cross-cultural sensitivity. distributed one day before the session from the guests for the Opening and Closing Ceremonies. the Village. Protocol worked with the Olympic Ticket Sales office in the Olympic Family Hotel. For other competitions, the following stands Family services desk at the O lym pic Family Ho­ Olympic Family Lounges Removable stickers showed the accreditation were reserved for persons w ith certain cate­ tel as well as with Security to coordinate visits. Olympic Family lounges were located near category of members w ith access to each stand. gories of accreditafion. Protocol used its own guest passes for access to seating areas reserved for Olympic Family and Access was checked by Security and Protocol of­ ■ official stand: IOC, IF, NOC, G, AGOG the residential zone when needed. the Olympic Family entrances to each venue. ficers. Gl-accredited individuals had free access ■ stand of honor: B, GT, Ac, G1 (except for No more than six tours were conducted at In preexisting facilities, the spaces used for to the stand of honor for all events, except prime events and ceremonies) any one time. Tours were given in eight differ­ lounges had to be selected from available loca­ prime events and ceremonies, when purchased ■ federation stand: IF, GT, B, B guest, J ent languages: French, English, Spanish, Ger­ tions. At the outdoor venues and those that tickets in spectator areas were required. ■ A stand: athletes and officials, excluding man, Russian, Arabic, Japanese, and Mandarin. were newly constructed, large tents were used During the Games, the venue protocol o ffi­ extra officials, attachés, chefs de mission w ith an average space of 8 sq ft (.7 sq m) al­ cers managed the seating access. On certain oc­ ■ J stand: jury members, judges, referees, lowed per person. Adjacent to each lounge was V e n u e O p e r a t io n s casions when the stands were overcrowded, in ­ and other such constituents a small office for Protocol venue management. dividuals with a certain category of accredita­ As part of each competition venue planning In each lounge, w hich was decorated w ith tion were asked to relinquish their seats and Olympic Family Hotel Services Desk team. Protocol was responsible for managing plants, artwork, and Look of the Games items, watch the event from the Olympic Family The O lym pic Family services desk at the the Food and Beverage Department provided re­ lounge. Generally, however, sufficient seats were Olympic Family Hotel was open from 0700 to freshments. Beer and wine were provided in set aside in each venue. 2200 daily from 9 July through 7 August 1996. most lounges beginning at 1700 on each com­ Venue day passes and Olympic Family petition day. Closed-circuit televisions, lnfo'96 lounge passes were issued to allow guests of ac­ terminals, and telephones were also provided. credited individuals access to the Olympic Lounges opened generally one hour before com- Family lounge. The federation stand, implemented for the first time in O lym pic history, was reserved for

• ROBERT A COOLEY» JOHN ECOOLIDGE • ANNA COOLS • MATTHEW COOMBES • ANTHONY G COONEY «JAMES P COONEY • SONDRA S COONEY • ROSE M COONLEY • STEPHEN M . COOPER . ALAN G COOPER • ALMA G COOPER • BETH COOPER • BETTYE L COOPER • BRENDA T COOPER • BRUCE R COOPER ♦ CAROL D COOPER » CAROLYN R COOPER » CARYL A COOPLK ^ 312 CHARON N COOPER • CHRISTINE W COOPER • CYNTHIA G COOPER • DAVID A COOPER • DONALD L COOPER • DORIS J COOPER • DOROTHEA R COOPER • ELIZABETH A COOP

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING C HAPTER SEVENTEEN / OLYMPIC FAMILY AND PROTOCOL

The desk provided a variety of services to resi­ agers were recruited. These paid staff members for three- to four-hour shifts each day for sub­ low ing day. These were then stored in a secure dents at the Olympic Family Hotel, including were all theater stage managers recruited to stitution purposes. place before being transported to the various information about restaurants, shopping, the manage the ceremonies in the venues. A total venues the next morning. competition schedule, and Cultural Olympiad of 308 volunteers were used during Games- Costumes and Uniforms At the venues, following the awarding of the events. Together w ith Protocol, Ticket Sales time and were divided into 11 teams, each as­ Victory ceremony managers and assistant medals, the medalists were given presentation also coordinated the distribution of compli­ signed to a specific group of venues. managers wore the standard ACOG staff casual boxes to hold their medals. (For more informa­ mentary tickets for Opening and Closing Cere­ Four additional teams were used for victory uniform at the victory ceremonies, as did all tion on Olympic medals, see the Creative Services monies and prime events. ceremonies in the venues outside Atlanta. regular departmental staff. The escorts, run ­ chapter.) The O lym pic Family services desk was staffed These volunteers were recruited from the ners, flag bearers, flag raisers, and flag timers by a protocol manager, six protocol coordina­ venues' surrounding areas and worked under wore ACOG fu ll business dress w ith a gold-col­ Victory Bouquets tors, and volunteer protocol officers. The IOC the guidance of existing venue victory cere­ ored tie or scarf. The flower/medal bearers A bouquet was presented to each medalist also provided staff for the desk from prior to the monies managers and their assistants. wore cream-colored southern-style dresses consisting of flowers and leaves representing IOC session u n til the end of the Games. Teams consisted of a venue victo ry cere­ w ith large straw hats and cream shoes. A total monies manager, an assistant venue victory of 125 dresses and hats were ordered. ceremonies manager, two runners, three flag VEN / Venezuela YUG /Yugoslavia V ic t o r y C er em o n ies bearers, three flag raisers, one flag timer, three Podiums The victory ceremonies were conducted fol­ flower/m edal bearers, one presenter escort, Designed to accommodate individual as well lowing the procedures outlined in the Olympic one athlete escort, one escort coordinator, one as team event winners, the podiums were mod­ VIE / Vietnam ZAI / Zaire Charter and in accordance with the protocol flower/medal coordinator, and one flag coor­ ular so that components could be lifted on and determined and approved by the IOC. Victory dinator. off the field of play. W ith compatible fasteners, ceremonies staff was responsible for conduct­ Volunteers were recruited nine months be­ they were expandable to hold up to 60 athletes. | v | H ing all 271 medal award ceremonies, obtaining fore the Games, prim arily from the 300 Dream The podiums were b uilt by an ACOG fabrica­ VIN / Saint Vincent ZAM / Zambia all national flags and anthems from the 197 Team members. (For more information, see the and The Grenadines tion shop and differed in length according to the NOCs, and supervising the installation of all Youth and Education chapter). The remaining vo l­ number o f athletes per sport. A w idth of 2 ft (.6 protocol and country flags at the Olympic Vil­ unteers came from high schools and colleges in m) per person was allowed. Fourteen 12 ft (3.6 lage and the competition venues. the Atlanta area. A ll escorts, flower/medal bear­ m) podiums, seven 24 ft (7 m) podiums, and two left: Many victory YEM / Yemen ZIM / Zimbabwe ceremonies volunteers ers, and runner positions were filled by women 72 ft (21.6 m) podiums were made. One podium were recruited from the Organization aged 18-25. The flag bearers and flag raisers each was made in sizes of 36 ft (10.8 m), 48 ft various qualities that symbolized the meaning Dream Team Program. Research for victory ceremonies began in were men aged 18-25. Coordinators were usu­ (14.4 m), 96 ft (28.8 m), and 108 ft (32.4 m). of Olympic victory. The flowers in the bouquet October 1993, when a project coordinator ally teachers. Underlays or carpets were used to provide a were sunflowers for loyalty, cockscomb for im ­ rightJhe costume for joined ACOG to verify the national anthems Volunteers were trained in groups at the Wolf victory ceremonies flat surface and protect existing flooring. At mortality, larkspur for swiftness, tuberose for and the correct display of the national flags of Creek shooting venue to allow practice with flower/medal bearers was a certain indoor venues, special mats were used hospitality, and tiger lily for pride. The green­ the 197 countries participating in the Olympic both indoor and outdoor ceremonies. They traditional southern dress. underneath podiums to protect the flooring. ery was an olive branch for peace, laurel for Games. Planning for the victory ceremonies were trained in marching drills, posture, flag us­ Six large pots of flowers surrounded the podi­ glory, palm fronds for victory, magnolia for began in October 1994. A second project coor­ age, and the operating plans. Rehearsals at each ums on the field of play at the outdoor venues perseverance, and leucothoe for friendship. dinator responsible for staffing the victory venue followed, with the voluiiteers practicing to enhance the ceremonial environment. For This bouquet reflected the Games' ancient ceremonies themselves joined ACOG in Octo­ as a team. Second and th ird fu ll dress rehearsals the two wheelchair events in athletics, a ramp roots, traditional southern hospitality, Georgia's ber 1995. A deputy victory ceremonies program were held with Atlanta Olympic Broadcasting was added. manager was appointed in A pril 1996. Shortly (AOB) and competition management. Training before the Games, a volunteer deputy victory was principally conducted by a venue victory Medals ceremonies program manager was appointed. ceremony manager. Each evening during the Games, a member Eleven venue victory ceremony managers During the Games, the teams arrived at their of the Victory Ceremonies division retrieved and 11 assistant venue victory ceremony man­ venue three hours before the first ceremony. medals from storage in a bank vault for the fol- Additionally, several volunteers were available

! I ;

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STEPHEN B COOPER • URSULA R COOPER • WANDA D COOPER • WANDA D COOPER • DONNA M COOPER ATC • 8RAINARD COOPER JR • CHARLES B COOPER JR • HUGH B COOPER JR ‘ j COOPER JR CATC «JASON WCOORTS ATC • MILDRED M COOTS «JULIE M COPAKEN • CHARLES D COPE • LANA A COPE « NANCY H COPE • AMANDA R COPELAND « BERNARD COPELAND • BONNic 314 COPELAND « BRYAN A COPELAND • CHARLES L COPELAND • ERWIN V COPELAND • JEFF LCOPELAND • KINITA COPELAND • LATONYA S COPELAND • NATALIE J COPELAND • SH ANNON L COPEUAN TINA CORAZALLA • JOANN M CORBAN • OERAUBINE M CORBETT • HELEN A CORBETT - 3 1 5

s i

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING

botanical interest, and the qualities that make made of a light wood painted ACOG green, of their flag, shown in both the horizontal and medal or choose another IOC member to an Olympian. w ith gold leaves decorating the inside and the vertical positions. Where required, adjustments present the award. The office also supervised the Two thousand bouquets were used. They handles. A total of 85 trays were used. were made, and revised illustrations were sent calligraphy of the victory certificates. were made in a local warehouse every night by to the NOC for approval. An off-site warehouse was used to store the Anthems volunteers under the guidance of a local florist A book displaying all 197 flags vertically and flags, w hich had been sorted by size and labeled and delivered each morning to the appropriate In m id -1994, ACOG requested that each horizontally was available at each venue during by country. Each flag was also labeled to show venue. NOG submit a certified audiotape and a printed the Games as a reference for installation w hich way it was designed to be flown. copy of its country's national anthem. The purposes. The warehouse manager distributed on a Medal/Flower Trays NOCs could send these or bring them to At­ Each victory ceremony location was exam­ daily basis those flags needed for the follow ing The trays, designed to carry up to four lanta during the ANOC General Assembly. The ined to ascertain whether flags would be flown day's ceremonies. At the end of each day, the medals and four bouquets each, were approxi­ anthems were recorded by the US Army Band. horizontally, as on flagpoles, or vertically, as on flags, trays, and podiums were returned to the mately 24 X 15 in (61 X 38 cm). They were At the ANOC General Assembly in December battens from the ceiling. warehouse and inventoried. Medals not used 1994 and the Chefs de Mission Seminar in May After determining which NOCs had entered 1995, a representative from each NOC was athletes in which events, victory ceremonies asked to listen to the recording and sign a form planned on the most extreme scenario: the pos­ certifying that the version was correct. sibility of one country w inning the gold, silver, Under the supervision of the victory cere­ and bronze medal in an individual event. monies program manager, anthems were edited Through careful monitoring of the results of the at a sound studio to not exceed 75 seconds in preliminaries and qualifying rounds, the actual length. They were produced as CDs containing number of flags needed was found to be less all the national anthems, together with proces­ than had been originally anticipated. sional and recessional music to be used at each venue by the competition producer, who was Operations responsible for coordinating the music. The victory ceremonies office at ACOG sssiifsas headquarters served as a communications cen­ - j Victory Diplomas ter during the Games. The central office m on i­ In accordance with the Olympic Charter, tored results in order to assist w ith flag selec­ diplomas were awarded to athletes who placed tion and dispatch from the warehouse. It also first to eighth. Designed by the Creative Services maintained the victory ceremonies master Department, they bore the sport's pictogram, schedule and rehearsal times. the name of the event, the position placed by The office also received lists from the IOC of were stored in the bank. The warehouse was top: Podiums designed for the athlete, and the citation "For Outstanding the IOC members awarding the medals and of staffed by six paid managers/drivers. The Austrian delegation victory ceremonies were Achievement." Each diploma was signed by the the IF representatives presenting the bouquets. The flags and trays needed were loaded at studies a model of Olympic modular and expandable to Stadium. IOC and ACOG presidents. The names of the These names and any changes were entered reg­ the warehouse onto trucks that were dispatched accommodate both diploma winners were displayed on the score­ ularly into lnfo'96 and communicated to the individuals and teams. to the various venues before dawn. The podium board during the victory ceremonies. Diplomas venue victory ceremonies managers and ACOG's pieces also were dispatched on the trucks except bottom; Victory bouquets preprinted without names to cover all eventuali­ protocol office. The latter was responsible for when it was more efficient to leave them at the were composed of a variety ties totaled 10,646. transmitting the information to the venue pro­ venues. Those were then transported between of flowers and leaves tocol managers, who would locate the presenters venues once one sport had been completed. symbolizing the meaning of Flags in the stands or Olympic Family lounge one Olympic victory The truck drivers also received the relevant The Victory Ceremonies division was respon­ hour prior to the victory ceremonies. If the pre­ number of bouquets, plus a few extra in the sible for ceremonies and the placement of per­ senters were not present, the IOC member re­ case of ties, from fhe flower assembly ware­ manent flags at all venues. After a competitive sponsible for that sport would either award the house and stored them in cool chests. The bid process, ACOG contracted w ith a manufac­ medals and presentation boxes were similarly turer to supply all requisite flags. NOC represen­ loaded onto the trucks. tatives were asked to approve color illustrations

- 3IN . LYNNE MCORBm. RUTH D CORBIN. AMVJ CORBITT. BETTVE A CORCORAN .JAN C CORCORAN .JESSICA l^OR^CORAN-LAWRENCE • CHRISTINA R CORBIN • CYNTHIA CORBIN • GAVE E CORBIN W CORCORAN JR • TONIA M CORDARO • JERi M CORDELL • RALPH L CORDELL • PAUL D CORDER • CARLOS C CORDERO • MARK C CORDERO • CARL L CORDES * WALTER CORLEV 316 C O R D R V • A N T H O N Y W C O R E • H EA TH E R C C O R E L L • R O B E R T A C O R E L L • B IL L S C O R EY • T H O M A S E C O R E Y • S A N D R A L CO R K • R E N E E A C O R K ATC • C H E R Y L D . C O R LE V C H U C K W 317

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER SEVENTEEN / OLYMPIC FAMILY AND PROTOCOL

Once at the venue, the logistics manager A fu ll set of all 197 flags was hung vertically i six months in advance to allow sufficient time ■ Rehearsals for victory ceremonies should would accept delivery of the materials, which from the rim of the Olympic Stadium, and an­ ! for orientation and training. be conducted in at least three different venue would then be stored in the victory ceremonies other full set flew on flagpoles in the Main I » Processional and recessional music for vic- environments and should begin at least three staging area. Logistics was responsible for m ov­ Transportation Mall at the Olympic Village. i tory ceremonies should he composed to accom­ m onths prior to the Games. ing the podium, carpet, and ornamental flow­ A th ird fu ll set was displayed on stands at the modate various lengths of processionals and re- ■ Medals should be stored with an armored ers. At a few venues, such as the Olym pic Sta­ Olympic Family Hotel. I cessionals due to different venue sizes and con- car service or bank w ith 24-hour access, and ve­ dium, the podium remained on the field of A protocol set of flags consisting of the ; figurations. hicles and drivers w ith flags, medals, and flow ­ play at all times. Olympic flag, the US flag, the ACOG flag, and I ■ Flag design and correct horizontal and ver- ers should be given priority access to all venues. The venue victory ceremonies manager at­ any relevant IF flags was also flow n at each I tical orientation as well as national anthems ■ The location and installation of the venue tended the morning venue meeting each day. venue. ACOG either obtained the IF flag de­ I should be approved not only by the NOC, but protocol flags should be determined very early The other members of the team arrived three signs from the IFs themselves or copied the art­ I also by the embassy of the country, if possible. in the venue planning process to save tim e and hours before the ceremony to be briefed, re­ w ork of IF logos. u It is preferable to provide one size flag for expense. hearse, and change in to their uniform s or cos­ The flags carried in at the Opening and each venue. tumes. Competition results were closely m oni­ Closing Ceremonies hy each NOC flag bearer I f tored in order to prepare flags and medals. were also ordered by the Victory Ceremonies Shortly before each ceremony, the escort run­ division, and managed by the Ceremonies De­ N O C R e la tio n s ners would meet the IOC member and IF pre­ partment. senter in either the Olympic Family lounge or For those flags displayed in the venues, vic­ seating area and escort them to the staging area. tory ceremonies worked with Construction and The NOC Relations Department was formed in shared linguistic, cultural, or historic ties. Di­ The presenters were briefed w ith the aid of a Venue Management w ith regard to flag place­ November 1992 to facilitate all contacts be­ viding the NOCs into established groups at an simple diagram showing the route of the proces­ ment and the installation and removal of poles tween the NOCs and the various departments early stage helped the development of relation­ sional and recessional. In the meantime, the and other apparatus. AOB and the press depart­ within ACOG. Important areas of contact in­ ships with the NOCs, as this allowed them to athlete liaisons, provided by competition man­ ment were also involved in these decisions to cluded most sport- and competition-related af­ become accustomed to contacting their partic­ agement, escorted the athletes from the field of ensure good camera shots of the winning ath­ fairs, marketing, licensing, press- and other me­ ular coordinator on a regular basis. play to the staging area. The competition pro­ letes on the podium w ith the medalists' flags dia-related issues, accommodations, and Coordination w ith the NOCs was also en­ ducer signaled the start of the proceedings. also in view. transportation. hanced by reports to each of the five continen­ Flags flown from flag-raising devices in in ­ Besides fu lfillin g these responsibilities, the tal associations of NOCs at their regular meet­ Advertising on Uniforms door venues hung vertically. Two pipes of equal department coordinated the visits of NOC dele­ ings. These reports were given by the managing To enforce Rule 51 of the Olympic Charter re­ length and size accommodated any configura­ gations to Atlanta, managed the Attaché Pro­ director of International Relations. stricting advertising on athlete uniforms, ACOG tio n of ties. Devices were raised either m anu­ gram, and produced a quarterly newsletter to ally or electronically, depending on the venue. send to each NOC and IOC member and IOC had extra-large white T-shirts distributed N O C V isits throughout all venues to cover any advertising, staff. The department also coordinated the

but none of these were needed. Conclusions and Recommendations Adopt-a-Family Program and the pre-Olympic In preparing for the Olym pic Games, ACOG re­ training program, working in conjunction for ceived regular visits of delegations from the Venue Protocol Flags The Protocol Department existed to promote the latter with the Georgia Olympic Training participating NOCs. The NOC Relations staff Flags representing the country of each NOC and uphold the lOC standards for the Olympic Alliance (GOTA). The NOC Relations Depart­ coordinated the various elements of these vis­ w ith participating athletes at a venue were Movement. The accurate rendition of guiding ment coordinated Games-time hotel accommo­ its. Not only did an NOC delegation's visit offer flow n at that venue. Some of these were hung protocol is essential to preserving the tradi­ dations for all NOCs. ACOG an opportunity to learn about the visi­ from the ceiling of the venue, as at the indoor tional significance and symbolism upon which NOC Relations was headed by a program di­ tors and their concerns, but it also gave the vis­ venues, others on flagpoles, as at outdoor the Games are based. The follow ing suggestions rector and supported by four coordinators. itin g delegates an o pportunity to see how venues. In cluster venues, such as the Georgia are offered to help future protocol departments NOCs were divided into four groups, each with ACOG operated. World Congress Center, the flags of all NOCs in this effort. its own coordinator. Coordinators were When an NOC notified the NOC Relations participating in all sports taking place there ■ Planning for the team welcome cere­ matched w ith NOC groupings based on their Department of its plans to send a delegation to were displayed in one central location—usually monies at the Olympic Village should include nationality or heritage, language skills, travel Atlanta, the NOC Relations coordinator com­ the main entrance. consideration of the needs of the media, espe­ experience, and personal interests. In several municated these plans to Airport Operations cially photographers. cases, the NOC groupings themselves were and Guest Services, w hich were responsible for ■ All components of the victory ceremonies based on factors other than geography, such as various aspects of delegation visits. should be approved and finalized no later than

• FI AINF M CORNweLL • JOHN W CORNWELL • WILLIAM C CORNWELL • CARLA A CORONA • EDWARD J CORONA III • ENRIQUE CORONADO • MARTHA CORONADO • DANIEL cORRI’ N fA P C # R O N ? 1 e ™ KAT hT ^ N A i O R P U S . BOB O^^ DONALD ECORR ■ JOSE LCORREAS • RALPH S CORRELL • SUSAN J CORRELL ■ CATHERINE MCORR GAN .ERLINDA R^C^^^^ , 318 S k n . MAURA DCORRTGAN.PAfTILCORRlS^ E CORRIGAN JR • JANE A CORSELLO • JAMES L CORSENTINO • THOMAS M CORSET • CHARLES M CORSIGLIA • LOUISE CORSIGL STANTINO .JUANITA S COSTELLO • JUDITH B COSTELLO • KATHERINE T COSTELLO • MICHAEL S COSTELLO • PATRICK E COSTELLO tf|S fiX R D P C o4 LELLL.wfRSENi?cOSTlK« 319

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER SEVENTEEN / OLYMPIC FAMILY AND PROTOCOL

The coordinator's next responsibility was to was occupied with the visitors for approxi­ NOC N e w s le tte r area and also enabled comm unities throughout establish a schedule to meet the delegation's mately one full day while they attended meet­ the southeastern US to be involved in the needs. To this end, inform ation was received in ­ ings in the ACOG offices. The coordinator nor­ In November 1994, the NOC Relations Depart­ Olympic experience. cluding the days of the guests' stay in Atlanta, m ally did not accompany the guests on venue ment began production of a quarterly newslet­ Initially, ACOG gathered information from which ACOG personnel the visitors wished to tours or visits to the Olympic Village. After the ter to provide NOCs with regular information potential sites concerning available training meet, and specific issues, problems, and details delegation had departed, the coordinator pre­ on ACOG preparations. Some of the issues cov­ and lodging facilities, compiled this informa­ that the NOG wished to address during their pared a written report of the visit. ered were: pre-Olympic training; venue con­ tio n into a binder, and sent it to all 197 NOCs. visit. A complete itinerary was thereby con­ struction; the Envoy Program; attaché appoint­ The intention was to facilitate negotiations be­ ment procedures; the ANOC General Assembly; structed and delivered to all personnel involved T h e A tta c h é Pr o g r a m tween NOCs and their respective communities, in the visit, as well as the NOG. the Chefs de Mission Seminar; ticket ordering and this facilitation was coordinated through W ith responsibility of handling all arrange­ The Olympic Charter allows for the appoint- . procedures; customs and freight-forwarding in­ the NOC Relations Department. ments for each country's official delegation ment of an attaché for each NOC to facilitate | formation; Olympic Family accommodation re­ As a result of this program, the state of contacts between the NOC and the Organizing ! quest procedures; announcements of various Georgia hosted delegations from 105 countries HIlft'ggSSB ^ , Committee. ACOG provided assistance to en­ mailings and deadlines; and general informa­ in 65 communities. Throughout the Southeast, 3iâ* sure communications. tion regarding transportation, logistics, medical cities hosted 6,900 athletes and officials from When requested, the NOC Relations Depart­ services, and pre-Olym pic events. The articles 112 countries. Many participating communi­ ment identified potential attaché candidates were either written directly by representatives ties financially supported athlete housing, and submitted their résumés to the NOC. The of the departments concerned or by an NOC food, training facilities, equipment, local trans­ department requested that the NOCs send an Relations coordinator. portation, and insurance needs. official letter notifying ACOG when a new at­ Published in-house in cooperation with Cre­ taché had been appointed. ative Services and Sports, the newsletter was ; Adopt-a-Family The first forum was held on 8 June 1994 at originally produced in one trilingual version The Adopt-a-Family Program was an exten­ ACOG headquarters. In all, five such gather­ with English, French, and Spanish text. As con­ sion of AT&T's past involvement in helping ings were held. Their purpose was to give the tent increased, NOC Relations and Language families of US athletes attend previous Olympic attachés the opportunity to meet each other Services began to produce separate versions. Games. For the 1996 Games, AT&T expanded and discuss the tasks that their respective NOCs Approximately 300 English, 100 French, and the program to enable the families of athletes had asked them to perform. During these gath­ 100 Spanish copies of each issue were pro­ from other countries to participate. Under the erings, the attachés also met w ith ACOG staff duced. One copy in the appropriate language company's direction, a coalition of community was sent to each NOC, each NOC's attaché, left: The Irish NOC I within the Olympic Village, the Olympic Vil- members and received informative presenta­ organizations identified families in the Atlanta and the IOC. delegation met with Billy ' lage NOC Services division was closely in- tions from various departments on such issues and satellite venue areas who were interested Payne to discuss ACOG's : volved in almost every NOC delegation visit. as accommodations, accreditation, security, in hosting families of visiting Olympic athletes. plans for the Centennial ^ Integrating the NOC Relations Department's transportation, protocol/State Department con­ O u t s id e Program s W ith the assistance of NOC Relations, AT&T Olympic Games. ! activities w ith those of the NOC Services d ivi­ cerns, sports, and ticketing. contacted the NOCs to identify athletes' fami­ NOC Relations took part in two programs in­ lies to participate. right: The Greek delegation sion demanded close cooperation prior to and During the ANOC General Assembly and the volving partners outside ACOG: the GOTA Pro­ tours Giympic Stadium. during every visit. Delegations met with Village Ghefs de Mission Seminar, the attachés met in Upon arrival in Atlanta, athletes' families ; personnel and received a tour of the Olympic person, often for the first time, w ith delegates gram and the AT&T Adopt-a-Family Program. were met by AT&T representatives and intro­ ' Village. Tours were also given of Olympic com­ from their NOCs. The department served as the liaison between duced to their host families. During a typical petition venues that were either completed or Some of the attachés collaborated on pro­ these programs and the NOCs. five- to eight-day stay, the host family provided : under construction. jects such as pre-Olympic training sites, media accommodations, at least one informal meal Georgia Olympic Training Alliance ' Before an NOC delegation arrived, the coor­ relations, and plans for NOC hospitality cen­ per day, and access to the Spectator Transporta­ dinator ensured that the country's national flag ters. D uring the Games, the attachés were fully ACOG created GOTA to help NOCs find tio n System. Some host families grouped to ­ ! was displayed in the International Relations re­ accredited as members of their NOC's official suitable training sites for their athletes prior to gether to sponsor receptions or other events for ception area. This practice was very successful, delegation. In general, their role was to accom­ the 1996 Games. Atlanta was the first host city their guests. as the delegation frequently wished to take pic­ pany and assist their delegations. Outside the to offer this type of program for training and As part of the Adopt-a-Family Program, tures in this area. Olympic Villages, their responsibilities varied. acclimation. The effort provided athletes with AT&T created a hospitality center in Centen­ A typical visit from an NOC lasted two or A total of 175 attachés were appointed. an opportunity to acclimate themselves to the nial Olympic Park called the AT&T Global I three days. During this time, the coordinator Olympic Village. In this center, families were

'^ O TTO N e'! ^ COTTLE . SILLC COTTON • CANDY P COTTON . J • BELINDA MARIA COSTIN • CAROLYN S COSTNER • DIANAJCOSTON • KYRI YCOSTON • MIKE BCOSTON • HOLLY L COTA • CARMELLE J COTE • MERI HCOTNEY • HERISSA COTNOIR‘ ST^^ • '’AULETTE F r7,",S,07^RELL * SUZANNE I COTTY • AMA T COUCH • CATHERINE-, 3 2 0 NOIR • MARK PCOTSAKIS • SARAH S COTSEN • BENNETT D GOTTEN JR MO • CHRISTOPHER COTTER • DON J COTTER • JOYCE M COTTER • LISA M COTTER ‘ M CHAEL G COTTER *^Q.rT,NGHAM • '^LLOUflM «CAOALJ/*,—y-Yrij—I.I . P-JI^a ...... __ XER • THOMAS M COTTER • ANN M COTTER MT • CHRIS COTTERMAN • SANDRA K COTTERMAN • CHARLES F COTTINGHAM • ELIZABETH B C O T T 1N G H A M • M O N IC A J C 321

Source : Bibliothèque du CIO / IOC Library VOLUME ONE / PLANNING AND ORGANIZING

provided with hospitality televisions and meet­ tional areas, especially Guest Services and ing space. A crisis management team was estab­ Olympic Villages, to provide many services to lished to deal with medical, liability, and secu­ the NOCs.during Games-time. rity issues 24 hours a day. Once NOC delegations arrived for the The program proved to be a significant suc­ Games, NOC Relations confirmed reservations cess, with 2,500 participants from 75 countries at the Atlanta Marriott Marquis. Challenges in­ being hosted by 850 families. The largest num­ cluded delegations not reserving the antici­ ber of families came from fhe US, Canada, and pated number of rooms for their guests and dif­ Australia. Furthermore, 17,000 credentials were ficulties with paying for the total number of issued to athletes and family members for the rooms in advance for the entire period of stay. AT&T Global Olympic Village. NOC Relations coordinated problem solving with the NOCs upon request.

A ccommodations Conclusions and R ecommendations In late 1995, NOC Relations assumed responsi­ bility from Accommodations for coordinating NOC Relations is the interface between the Games-fime hotel accommodations for the NOCs and the functional areas. To allow the NOCs. Bookings were divided into two main department to fulfill its role, it is important categories: the Olympic Family Hotel and extra that other functional areas understand this. accommodations. Most recommendations for the department in­ Each NOC was allocated a m axim um of four volve facilitating communication with NOCs rooms in the official Olympic Family Hotel. and functional areas. This was the largest number of rooms ever avail­ ■ Procedures and regulations for NOC visits able to an NOC. Most chose to reserve all four should be communicated to each of the NOCs rooms offered, although some reserved fewer prior to their visit. Request NOCs to communi­ and many desired more. cate questions and issues for discussion to NOC NOC Relations provided NOCs with a list of Relations prior to their visit so that meetings the number of rooms available in other hotels can be arranged in advance. along with a list of the possible room-class cat­ ■ A general guide should be prepared for at­ egories and prices from which to make extra tachés informing them of their responsibilities room requests. The department then coordi­ and duties. nated the distribution of rooms, a task compli­ ■ A centralized communication system must cated by fhe number of hotels involved, each be established no later than one year prior to with a different price list, location, and room the Games to handle the huge volume of in­ availability. quiries from fhe NOCs. ■ All accommodation requirements should be coordinated with one department, with es­ G a m e s -T im e O per atio n s pecially close attention paid to problems in­ During the Games, the NOC Relations Depart­ volved in collecting payments from NOCs. ment was located at the Olympic Family Hotel ■ Create one department to handle NOC re­ and was staffed by seven people. The depart­ lations, and then subdivide this department ment worked very closely with other func­ into smaller divisions, including one for Olympic Villages.

Atlantal996,

THOMAS J COUILLARD • GAIL B COULOMBE • DENIS M COULOMBIER • JERRY W COULTER • KENNETH L COULTER • KIMBERLY G COULTER • DANIELLE S COUNTS • REYNOLD G COUNT^^ COUNTS • BARRY W COUPER »JOHN COUPLAND • NELLY H COURCOULAS • PATRICIA A COUR I • JENNIFER ACOURINGTON • JULIETTE COURSE • DAVID D COURSEY • MONTY L COURSEY • TREY 322 COURSEY • WILLIAM COURSEY • JAMES L COURSEY JR • EARN IE J COURSON • EMMA L COUR SON • RONALD COURS ON • MELISSA D COURTER • LORENZO COURTLAND • CHAD L COURTNEY •

Source : Bibliothèque du CIO / IOC Library CHAPTER EIGHTEEN OLYMPIC VILLAGES

define the physical and operational prepara­ the installation of permanent and temporary tions that would be necessary to develop ath­ technology. Additionally, Georgia Tech had its lete Villages for the Centennial Olympic Games. own trained support organization of more W hile in Barcelona, AGOG observers paid than 400 people available to meet the majority special attention to the needs and expectations of the Village's custodial, physical, and me­ ; of the NOGs. Most apparent was the need for chanical maintenance needs. C h a p t e r E i g h t e e n convenient access to allotted office, storage, Approximately 270 acres (109 ha) of Geor­ and medical spaces, assigned or m otor pool ve- gia Tech's 325 acres (132 ha) were w ith in the O l y m p ic V il l a g e s hides, and Village information. AGOG deter- secured Village perimeter, and some 200 per­ ^ mined it important to provide 24-hour assis­ manent facilities on the campus were utilized. tance desks in the residential areas and The majority of these facilities were residence well-trained, mature personnel to assist each halls and apartments used for housing and VERVIEW—The concept of the Olympic other amenities in an atmosphere that encour­ I NOG delegation. The experience also confirmed O l y m p ic V il l a g e s NOG offices. Other places utilized included Village was first applied at the 1932 Los aged the friendship the Games were conceived E m p l o y e e s O : the need for air-conditioned accommodations academic, student services, entertainment, re­ to inspire. Angeles Games, when tw o separate Villages j and an internal Village transportation system. tail, sports and recreation, parking, and opera­ Date Staff Number M aking a home for 197 delegations w ith housed 1,400 male participants and 100 female The observations in Barcelona altered some tional support facilities. different expectations for comfort and conve­ June 1992 2 participants. The concept was so successful of the Village management's operations and re­ AGOG and the Board of Regents, the state nience was a unique challenge. Whether an January 1996 68 that it became part of the protocol for all sub­ sulted in definitive changes in AGOG's original agency that administers and controls the facili­ athlete desired the solitude of the religious J u ly 1996 335 sequent organizing committees. In this tradi­ plan for the Atlanta Olym pic Village. Perhaps ties of state universities, negotiated seven sepa­ center and music listening rooms or the rev­ tion, the Centennial Olympic Games featured the most significant change in plans was the rate agreements to govern the use of those Note: These staff numbers do not Villages that were conceived and designed for elry of the dance club, the options were nu­ decision to locate NOG office spaces in resi­ include contract, VIK, and volunteer Georgia Tech facilities required for the opera­ personnel. the ultimate convenience and enjoyment of merous and convenient. Virtually every service dential areas instead of at centrally located fa­ tion of the Atlanta Village. 16,500 athletes and officials. found in a city was provided w ith in the cilities in the Village. This decision immedi­ The largest site, the Atlanta Olym pic Village, perimeter of the Atlanta Olympic Village. ately won the praise and approval of the lOG Campus Adaptation In addition to the main Olympic Village in was located on the campus of the Georgia In­ Goordination Gommission and NOGs. Another In order to develop the permanent facility Atlanta, AGOG established and operated eight stitute of Technology. Located just inside the change was that AGOG decided to develop a infrastructure required by the Olympic Village satellite Villages for athletes and officials northern circumference of the Olympic Ring, comprehensive Envoy Program through which and to make long-term improvements to the participating in yachting, football, softball, this facility was less than 3 km from competi­ specially trained volunteers would be assigned Georgia Tech campus, the Board of Regents un­ canoe/kayak-slalom, and rhythmic gymnastics tion venues for 16 of the 26 sports presented to assist each NOG. dertook construction of new housing projects, competitions. Each satellite location was se­ in the Centennial O lym pic Games. numerous housing renovation projects, and lected for its proximity to competition and Village Site Selection The Atlanta Olympic Village was a special the Georgia Tech plaza, an attractive, new, training venues and the convenience of its facil­ place to live and visit. A completely secured Several factors motivated the selection of open area that was the m ain gathering place in and self-contained community, the Village of­ ities. These Villages offered residents a level of Georgia Tech as the home of the Atlanta the international zone. comfort and service similar to that found in the fered a fu ll range of amenities and free services Olympic Village. The university campus pro­ New Housing. One 8-story building and one Atlanta Olympic Village, yet each one had its for living, training, and sports administration. vided numerous suitable facilities, especially in 13-story building were constructed in the own character. Newly constructed facilities accommodated the areas of housing, dining, recreation, and southeast corner of the campus. After the two people per room, and for the first time, training. As one of the premier technical insti­ Games, these facilities w ould be used and all Olympic Village accommodations were air- V illa g e Preparations tutions in the US, Georgia Tech offered a wide managed by Georgia State University, another conditioned. array of existing technology and technological public institution located nearby. They would Members of the AGOG Olympic Villages De­ Transportation services and five dining loca­ expertise that would be useful to Olym pic V il­ provide the first university-owned, dormitory- partment visited the Olym pic Games in 1992 tions were available 24 hours daily, providing lage planning as well as other areas of AGOG. style housing available for Georgia State stu­ to observe the Barcelona Village and its satellite a high level of convenience and accommoda­ When it became apparent that the Village dents. The Board of Regents also constructed Villages. This experience helped management tio n to the culturally diverse tastes of the V il­ would require an augmented technological in­ six other midrise buildings on the east and lage population. The international festival frastructure, the campus was found suitable for west sides of the campus. zone, located in the center of the Georgia Tech The new construction program required the campus, offered entertainment, recreation, and collaboration of many entities, including

I

n r , M MILFORD E COURTNEY • JOHN R COURTRIGHT . CLAY L COURTS ■ THOMAS B COURTS . ROBERT JCOURY • NATHAN M COUSAR . SCOTT J COUSINO • JUNE C Ç °“ SINS. LAURA CON 3 2 A COUSINS • JANET E COUSNARD • ALBERTO COUTINHO «JUSTIN D COUTURIER • LAURENCE C COUTURIER • SUSAN DCOUVILLiON • SUZANNE W COUVILLtON • DAVID S COUZENS ^-^yiNGTON COVELU • DELORES A COVERDILL . L^^^ COVERDILL • BEN B COVERT • ROBERT LCOVEY « BEVERLY M COVILLE • CLARANELLT COVINGTON • DALLAS COVINGTON • MELANIE D COVIN 3 2 5

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER EIGHTEEN / OLYMPIC VILLAGES

an amphitheater used for NOC team welcome ACOG, the Board of Regents, Georgia Tech, ; and security. Most problems were resolved ex­ Services center. Language Services, and recep­ ceremonies. ACOG provided a significant por­ Georgia State University, the Atlanta Housing peditiously. ACOG temporary structures and tion. Food services, housing, housing allot­ tion of the funds required tor this project. Authority, the National Historic Register, and adaptations were offered to Georgia Tech for ment, and Village internal transportation were Temporary Construction. Probably the the Georgia State Financing and Investment purchase as part of the agreements. As ACOG handled by a director of operations. A protocol most demanding challenge facing ACOG in Commission, which managed the project con­ ! vacated the Village site after the Games, Geor- director organized visits and tours, team wel­ connection with the Atlanta Olympic Village tractors. The projects were funded by ACOG ; gia Tech and Georgia State assisted w ith inven- come ceremonies, participation medals and involved building approximately $17 million contributions and state of Georgia revenue : tory, direction, coordination, and restoration diplomas, and the daily honorary mayors pro­ worth of temporary and portable structures in bonds, to be amortized over 20 years through ; processes. Contracts were given final review by gram. Satellite Villages operations were man­ 16 days to transform the Georgia Tech campus student rent revenues. Î all parties before the facilities were returned to aged by the director of satellite Villages. The in to a completely secure and functional The new housing facilities provided space i Georgia Tech and Georgia State. director of special projects facilitated the pro­ Olympic Village. Agreements with the institu­ to house 9,384 Olympic athletes and officials. duction and distribution of Village information, All new housing projects were designed with tion prevented this construction from begin­ O rganization publications, and videos, and implemented sig­ ning before 15 June 1996. In the time available, construction efforts had to be coordinated with Reporting to the ACOG managing director of other equally time-sensitive activities, such as International Relations, the executive director perimeter security fence installation and the of Olympic Villages was responsible for the de­ movement of massive amounts of furniture tailed planning, management, and operations and equipment. This project required very de­ of all Villages. The Atlanta Village mayor, a vol­ tailed planning and close coordination. During unteer position, oversaw protocol, ceremonies, this construction period, crews worked 24 and relations w ith the Board of Regents. Village hours a day. directors, which were staff positions, reported to the executive director and were assigned dis­ ACOG's Role tinct functional duties. Each director recruited Throughout all Olympic-related construc­ an assistant director or manager, who was an tion on the Georgia Tech campus, ACOG per­ important factor in ensuring a sustained high formed various significant functions. ACOG level of performance from all management staff reviewed new facilities at various stages, pro­ throughout the Village operating period. viding Olympic criteria and verifying specifica­ The director of Village administration over­ nage and Look of the Games decorative ele­ The newly constructed This artistic rendering of the tions, and participated in final reviews and the apartment-style accommodations, typically saw administration, human resources, day pass ments for all Villages. Program planning, coor­ athlete housing was Georgia Tech plaza shows with tour single- or double-occupancy bed­ preparation of showrooms for NOC viewing of distribution, lost and found, finance, training, dination with Georgia Tech and its surrounding provided to Georgia State how the central area of the rooms, two bathrooms, a kitchen, and a living housing options. ACOG's financial contribu­ communications, and media relations. The University for use as student international zoneof the community, and coordination with the Atlanta room. Olympic athletes and officials resided in tions and the promotional value of the Olympic housing after the Games. Atlanta Olympic Village marketplace, recreation, entertainment, reli­ Paralympic Organizing Committee (APOC) was would look during the double-occupancy rooms, with private rooms Games played critical roles in accomplishing gious services, and medical services were super­ the responsibility of the program manager of Games. tor NOC chefs de mission. the projects and preparing them for marketing vised by a director of athlete services, who also planning and development. Existing Housing Renovation Program. The and occupancy. coordinated sports and ticketing. A director of The personnel operation of Olympic Vil­ Board of Regents also completed renovations logistics was responsible for material logistics, lages began in May 1993 w ith the h iring of the Liaison with Georgia Tech o f several existing residence halls. These pro­ purchasing and procurement. Village technol­ director of Village administration. The first jects not only enabled Georgia Tech to acceler­ During its years of involvement, ACOG de­ ogy systems, and the material and waste trans­ major effort to staff the Village operation was ate its long-range plan tor housing renovation, veloped a close working relationship w ith Geor­ fer areas. Village construction, design, mainte­ the recruitment of volunteers for the Envoy but also raised the aesthetic and functional gia Tech. During ACOG's lease period of the nance, and grounds keeping were managed by Program. Members of this core volunteer unit standards of existing facilities to meet ACOG campus, 15 June to 15 August 1996, daily sce­ the director of facilities. The director of NOC were identified during 1993 and 1994 and guidelines and contractual specifications. Ren­ narios required constant communication and Services coordinated chef relations, the NOC began an intensive two-year training program ovations were completed in June 1996. coordination in many functional areas includ­ in June 1994. Mandatory attendance at weekly Georgia Tech Plaza. The Georgia Tech plaza ing staffing, access, deliveries, maintenance. envoy meetings served to train not only the project, which became the centerpiece of the envoys, but also Village staff. international zone, included a permanent cen­ tral fountain, a bell tower gathering area, and

VIRGINIA M COWART. NORMAN E COWDEN • MARTIN L COWEN • T BRADLEY COWHERD • LYNN A COWHIG . ROBERT K COWHIG III * KATHLEEN ANN COWLEY . ASHLEY B COWN • Ç cOX • 326 JENNIFER R COX • A HAROLD COX • AMBER LCOX • AMV J COX • AMY W COX • ANGELA M COX • ANNA M COX • ARRINGTON COX • BETHANY COX • BRANTLY COX • BRUCE K COX • CAROL . 8COX*KENNETH CATHERINE C COX • CATHERINE M COX • CHARLES FCOX • CHARLES H COX «CONNIE COX • COREY W COX • CYNTHIA A COX ♦ DAPHNE M COX • DEBRAY COX • DIANNE H COX • DONALD d ICHELUEM.COX» WARREN LCOX• 3 2 7

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER EIGHTEEN / OLYMPIC VILLAGES

The greatest period of staff h iring was dur­ unteer deputy mayors, a director of protocol, system effectively transcended language and (651 sq m) walk-in freezer/refrigerator, shelving ing the last quarter of 1995 and the first quar­ and a team welcome ceremonies coordinator. cultural barriers. for dry food storage, a newly constructed dock ter of 1996. Guided by the experience of past Also assisting were hosts and hostesses, guest The facilities and services provided in the receiving area of approximately 105,000 sq ft Games, Village administrators recruited 80 per­ escorts, protocol assistants, and photographers. international zone, the Olympic Village equiv­ (9,765 sq m), and the 26 newly installed, inter­ cent of all required staff by March 1996, This staff, which formed the mayor's opera­ alent of a town center, are described in detail connected tractor trailers (28,000 sq ft/2,604 sq adding the remaining 20 percent in the follow­ tions team, was responsible for planning and later in the chapter. m) that comprised the main kitchen. ing two months. At Games-time, Village staff coordinating welcome ceremonies for the dele­ McDonald's operated three supplemental Food Services included 1,923 volunteers, 335 paid AGOG gations housed at each Village, officially wel­ full-service dining halls strategically located in staff, and 3,981 contract staff. These numbers coming special guests, and receiving high-level Olym pic Village food services was responsi­ or adjacent to residential buildings on the do not include people who were assigned to NOG officials. As part of their welcoming func­ ble for serving nutritious and appetizing meals north, east, and west sides of the Village. These the Village representing other functional areas tion, these staff members conducted tours of to Village residents, guests, and staff. The de­ allowed athletes to eat quickly without travel­ such as Accreditation, Atlanta Olympic Broad- the Village for IOC members and their guests, partment organized and directed the opera­ ing to the main dining hall. Operations in the royal families, heads of state and other high- tions of ARAMARK Food Services, McDonald's, north and the east each provided seating of level government officials, bid-city delegations, The Coca-Cola Company, and Crystal Springs 200 in air-conditioned tents. Supplemental corporate sponsors, and team officials. The Water Company. These Games sponsors and dining on the west side of the Village was an mayor's staff was also responsible for issuing suppliers supported the food and beverage op­ 8,550 sq ft (795 sq m) existing food service fa­ Village day passes to these special guests and erations in providing a high level of quality cility with a seating capacity of 350. Supple­ for working closely with AOB throughout the food service 24 hours a day. mental dining locations operated from 6 July Village operating period. The goal was to provide a harmonious and to 5 August 1996. flexible food service operation that would not Guest dining services were provided in a impede or distract athletes during training or D e sig n a n d Features preexisting facility in the international zone. competition. To accommodate different tastes This 36,000 sq ft (3,348 sq m) location could The architectural style of the Georgia Tech and meet the basic dietary needs and diverse seat 500 people. It was operated by ARAMARK campus, which combines traditional red brick nutritional requirements of persons from all from 6 July to 7 August, and was open from w ith modern design, was adapted to serve as participating countries, daily menu selections 0730 to 2400 for athletes and from 0900 to the style for the Olympic Village. New housing featured international cuisine. Pasta, rice, 1900 for guests. McDonald's also operated two was built to complement the existing Georgia soup, and fish were served every day. Three to kiosks, located in the main dining hall and the The Atlanta Olympic Village casting (AGE), Financial Services, Language Tech buildings and facilities. five entrees, 20 or more salad items, sliced cold guest dining hall. Each offered a limited menu residential zone provided Services, Medical Services, Security, Press Oper­ During the Games, the Atlanta Village be­ meats, and assorted cheeses were provided at of McDonald's products. both housing ations, Protocol, Sports, Technology, and came a multifaceted home and activity center every meal. Food selections were identified in Food Procurement and Delivery. ARAMARK and relaxation space. Transportation. for 16,500 athletes and officials. To accomplish English, French, and Spanish, and w ith pic- and McDonald's procured food and related This strategy enabled AGOG to control costs this while adhering to IOC guidelines, the Vil­ tograms. Strict access-control measures were nonfood merchandise daily. Quantities were effectively and engage staff in training pro­ lage operated with two distinct areas—an in­ employed at dining halls. based on Village occupancy projections, a ntici­ grams. In April and May 1996, general orienta­ ternational zone and a residential zone. Each The greatest number of meals served in one pated team arrival and departure dates, pro­ tio n sessions and supervisor training were con­ zone provided comfort, service, and the appro­ day was 63,000 on 19 July. The average num ­ jected menus, food perishability, and available ducted for all Village staff, including those priate security to ensure the privacy and enjoy­ ber of meals served daily between 15 July and storage capacity. Suppliers loaded vehicles at from other AGOG departments. ment of all Village residents. 4 August was 58,000. their respective operation sites, and delivery The Village residential zone was divided Food Service Sites. Located in the residen­ operations were conducted between 2400 and Village Mayor's Office in to five different color zones: red, blue, green, tial zone, the 3,500-seat m ain dining hall was a 0600 hours. The Village mayor's office was located at the gold, and purple. All residential buildings were tent with hard walls and a raised floor, con­ Special Food Services. Boxed lunches were main guest entrance to the Atlanta Olympic identified by a number and the respective zone structed on an 85,000 sq ft (7,905 sq m) park­ available for athletes and team officials whose Village. Working with the mayor were four vol­ color. Street-level banners in zone colors were ing lot. The structure was b u ilt in 21 days and training or com petition required their absence used to mark pathways. Removable street paint disassembled in 7 days. A preexisting parking provided additional directions for pedestrians. garage was remodeled as a supporting facility. All signage incorporated the Look of the It housed food service offices, a 7,000 sq ft Games graphics and colors. This w ayfinding

WILLIAM COX • WILLIAM M COX . WILLIAM N COX • JAMES E COX JR • WILLIAM B COX JR • VALERIE J COX RN - DENISE R COXE • DANIELG COY • M IC H E L L E J C OY • N IC K Y J C O Y • T IM O TH Y CRAFT^ TCRACIUN * CHRISTI CRAIG . JAMP-^f . MELBOURNE E ’ ' ' OL A C O Y LE • C Y N D É E M C O Y LE • ED W AR D J C O YLE • JACK W C O YLE • J O H NP COYLE • MARDEE L COYLE • MARY LYNN COYLE • RICHARD D COYLE • MICHELLE L COYNE • . rtreE • AMES S CRAIG . JAMES W CRAIG 328 COZART • RUSSELL A COZART «JEAN 1. COZENS • BETSY B COZINE • LOIS R COZZI • CHARLES K CRABB • JOANN CRABB • LAURA E CRABTREE • MELISSA M CRABTREE • ROBERT M CK 329

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER EIGHTEEN / OLYMPIC VILLAGES

from the Village for four hours or longer. The continuously to machines throughout the Vil­ provided transportation to housing areas at the Games, this internal cabling was installed and program served all competition sites except those lage. Beverages were free to Village residents. northern-most section of the Village. Another tested. Prior to the Village opening, the end for boxing and aquatics, which were located bus transported staff between the staff entrance devices were attached to the new and existing Village Transportation immediately adjacent to the Village. Boxed on the east side and various locations on the cabling, and all systems were activated. The te­ lunch service was not available to noncompet­ Accredited athletes and team officials could west side of the Village. dious project of activating all the token ring ing or spectating athletes and team officials. use the internal Village shuttle system and the The VSS operated both clockwise and coun­ networks was made easier by the prior place­ Using lnfo'96, the electronic information external athlete transportation system. (For in­ terclockwise routes. Each VSS stop was identi­ ment of hubs and routers. Without advance system that served the Games, team leaders formation about the external system, see the fied by number and the color of the zone in installation of these elements and temporary placed orders no later than 1900 on the date Transportation chapter.) An electric golf cart was w hich it was located. Signage at each stop in ­ cabling, moving into the Village would have prior to delivery. Boxed lunches were produced provided to each chef de mission for personal cluded directional information and pictograms been much more difficult. in an assembly line in the main kitchen be­ transportation w ith in the residential zones. of the facilities located in the zone, as well as All technology equipment installed by AGOG tween 1600 and 0100 hours. Checkers inspected AGOG also provided each NOC with two bicy­ facilities located at the next VSS stop. Staff had 24-hour service available, and 24-hour assis- and verified the contents of each box, affixed a cles. NOCs could bring additional bicycles, but was present to supervise loading and unload­ security seal, and stamped the box with the pro­ no cycling training was permitted inside the ing at high-volume VSS stops and during criti­ duction date. The meals were refrigerated u n til Village. cal time periods. One third of the vehicles distribution to the various venues via refriger­ Shuttle System. The Village shuttle system were equipped with a wheelchair ramp, and all ated vehicles. In total, 57,915 boxed lunches (VSS) was designed to transport athletes to and were equipped with two-way radios. were produced. from practice sessions at training venues located Parking. All motor vehicle parking in and Food services planned and directed catered in the Village, as well as to and from other sites around the Village required an AGOG parking receptions and meetings at various locations in the Village, such as entertainment facilities pass. NOC parking at the Village was located throughout the Village. Chefs de mission or and the cafeteria. Additionally, VSS provided near the Village's innermost security fence. their designees could place catering orders at transportation to and from all scheduled prac­ Technology the NOC Services center, where menus and tice and competition sessions located at the price lists were available. Orders had to be Georgia Tech Aquatic Center and Alexander Planning for the technological infrastructure placed no later than 1900 two days before the Memorial Coliseum, which were adjacent to the of the Olympic Village began in early 1994. At order had to be filled. Three facilities were avail­ Village. Shuttles ran continuously during the that time, the wiring needed to support tele­ able for catered events. Each accommodated up Games. Athletes could depend on VSS service phones, computer networks, televisions, and

to 350 people for seated or standing service. arriving within five minutes at any of the sys­ other technology was determined for each tance was available by telephone or in person The Village shuttle Beverage Sponsors. The Coca-Cola Com­ tem's 14 stops. Staff access fo the system during functional location. A collaborative effort with for all users. The Village help desk responded to system, comprised of pany was the official soft drink supplier of the peak hours was restricted to those staff mem­ AT&T, BellSouth Corporation, and Georgia Tech 8,443 requests for service and assistance. electric trams and buses, was used to transport Games and was responsible for providing all bers who worked in Village zones located a con­ was established to upgrade the existing fiber in­ Each NOC office in the Village was equipped athletes within carbonated soft drinks and juice products in siderable distance from the staff entrance and frastructure to meet ACOG's needs during the with one Info'96 terminal, provided free of the Village. the Village. It also supplied any equipment re­ to physically challenged staff. Games. Through this project, named Futurenet, charge. Every housing facility's front desk had quired for dispensing, including 350 beverage The VSS used both electric trams and elec­ more than 1,700 m i (2,736 km) of new data, an Info'96 terminal that could be used by any vending machines. Restocking supplies were tric buses, which were efficient, environmen­ voice, and video fiber-optic cabling was in ­ Village resident. Additional lnfo'96 terminals stored in refrigerated trailers near housing areas. tally friendly vehicles that were unobtrusive to stalled to connect more than 125 buildings, were located at the NOC Services center and at Crystal Springs, as the official water supplier activities of the Village population. Trams con­ tents, and trailers in the Village. After the all information stations in the international of the Games, placed 400 water-dispensing ma­ sisted of three 12-passenger carts pulled by an Games, this infrastructure was left as a legacy zone. NOCs could obtain additional terminals chines throughout the Village. Its 5 gal (19 1) electric tow vehicle. Passengers could board for Georgia Tech. through the Olympic Village rate card. bottles were stored away from the sun in a and disembark from either side. Seventy trams Detailed drawings were created that showed Village residents used the E-mail system multilevel parking structure, and distributed were available for use, with 60 being the most the exact placement of each technology item available on these terminals to send and re­ used during peak periods. Eight 30-passenger in each building. These drawings were used to ceive messages, read bulletin boards, and re­ electric buses complemented the trams and develop a temporary cabling plan to serve each quest services using E-forms. E-forms were used location. Beginning four months prior to the

SHARON L CRAIG • SOPHIA Y CRAIG • SUSAN £ CRAIG • SUSAN K CRAIG • SUZANNE M CRAIG • WILLIAM E CRAIG • WILLIAM T CRAIG • RANDALL L CRAIG ATC • SAUNDERS T CRAIGE • AMY C R A IG ^ ^ , c r a n e C CRANE • CYNTHIA M CRANE . DANIEL CRANE . DOUGLAS R CRANE • ELIZABETH S CRANE • JENNIFER R CRANE * MJ• MARTA C CRANE • MARY-KAY S CRANE • NANCY B MONAECRAIGO • CYNTHIA M CRAIN • ANITA BCRAKER • STEVEN F CRALEV • PETER CRAM • ADORACION D CRAME • ARLENEJOY D CRAME • BARBARA J CRAMER • ELAINE CRAMER • EVANCCRAMÇ.^ ^ CRANK .• RiCHAon 1 ’’ O^ERT H »-KAINC.CRANE • WILLIAM W IL LIA M CL CRANEL K A N t • WILLIAM W IL LIA M CL CRANEL K A N t • FRANCES F K AN C t S CRANFORD<_ KAN F O KU • MICHAEL M IL M A tL T 1 CRANFORDC R A N F O R D • MICHAEL M 1C H AE L TCT C R A N FO R D • R O B E R T B C R A N F O R D . KATRINA I 330 KE R R Y V C R A M E R • M EG A N F CRAMER • SEAN CRAMER • THOMAS A CRAMER • HEATHER J CRAMPTON • LINDA S CRANDALL • SHERLYN D CRANDALL ‘ WENDY S CRANDALL SAT • JOHN W CRANDfcuu «-HARD L CRANK JR • JANE F CRANSHAW • JACQUELINE C CRANSTON • ROSANNA C CRASNICK • LAURA E CRAVEN • GLADYS W CRAVENS • JEFF C CRAVENS • ED GRAVER • 331

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER EIGHTEEN / OLYMPIC VILLAGES

to request NOC guest day passes and boxed (For information on the materials transfer area used, w ith some m odifications made to meet Cleaning Service. Housekeeping was a major lunches, update arrivals and departures, sched­ [MTA] and other security measures taken for all the special needs, tim e restrictions, and secu­ challenge. The housekeeping contractor was se­ ule team welcome ceremonies, reserve meeting shipments to the Village, see the Security chapter.) rity requirements of the Village. lected in late 1995 and had some difficulty hir­ rooms, and request maintenance or repairs. Equipment Maintenance. A ll major systems Waste Management. Development and im ­ ing sufficient staff to do the job satisfactorily. were tested and inspected prior to the com­ plementation of an effective waste removal Cleaning rooms for the athletes and officials Venue Logistics mencement of Village operations. Additionally, concept was critical because of the high popu­ was complicated by communication problems, ACOG's Venue Logistics division was re­ spare parts were stocked for components w ith a lation density of the Village. Self-contained inability or lack of permission to gain entry to sponsible for preparing and dismantling the known history of failure in order to minimize high-capacity compactors were utilized to meet rooms, and the challenge of cleaning rooms ! Village's residences, offices, and operational repair time. Because of the short duration of the Village's strict sanitation standards. These with many personal items of the occupants fill­ I and recreational areas, and keeping them sup- Village operations, maintenance was generally compactors were strategically placed, primarily ing the space. This area should be addressed ; plied with furniture, fixtures, equipment, and restricted to breakdown repairs with only m ini­ at high-volume food preparation and paper very early in the planning process and requires I other needed items during the operating pe­ mal preventative maintenance performed. Dur­ waste-generation sites and remote areas of the a dedicated and well-trained staff in order to riod. Preparation took place between 15 June ing the Games period. Village maintenance re­ Village. Individual waste receptacles were used work efficiently. 1996, when AGOG assumed control of the ceived about 6,000 work orders through a mainly in housing areas to promote custodial Georgia Tech site, and 1 July, when access was centralized job order desk and about 12,000 re­ efficiency. Access Control restricted to accredited individuals. This staff quests via telephone and facsimile transmission. The contents of full units were transported ACOG obtained exclusive access to the worked 24 hours a day to resupply facilities Major heating, ventilating/air conditioning, to a waste transfer area (WTA). At this secured, Georgia Tech campus on 15 June 1996 in order during the 1 July-10 August lockdown period electrical, natural gas, water, and sewer sys­ fenced service area, units were unloaded from to commence the adaptation of facilities for and to restore the campus to its original state tems exhibited few problems and were not internal transport vehicles and retrieved by ve­ Olympic use and the construction and installa­ after the Village closed on 7 August 1996. overburdened, as the size of the Village popu­ hicles outside the Village security fence for tion of temporary and portable structures. Dur­ Retrofitting was a monumental challenge, as lation was very similar to Georgia Tech's stu­ transport to the contractor's waste disposal site. ing the period from 15 June to 1 July, limited the Paralympics followed immediately after dent population. Newly constructed residen­ Empty replacement receptacles were returned access control procedures were enforced, with the Olym pic Games, and Georgia Tech sched­ tial buildings required little maintenance, to the Village, inspected by security personnel, access limited to accredited persons and those uled a summer class session as well. except for routine warranty maintenance and and returned to service through the WTA port. given temporary passes by Village management Residents and staff used a Village logistics repair of some vandalism. Assistance from the In total, 870 tons (789 t) of waste were removed to enable them to perform their functions dur­ hot line during the Village operating period to city of Atlanta and the municipal utility sys­ from the Village during the operating period. ing the final preparation of the Village. Village request assistance for a variety of activities, in ­ tems was m inim al. Installers continued eleva­ Hazardous substances and chemicals were ports of entry included the main/guest entry, cluding relocation of tables, beds, and chairs. tor maintenance during the Games period as brought into the Village only with special ap­ media entry, staff entry, and athletes' and offi­ This hot line also offered assistance w ith place­ part of their existing contracts. Two compa­ proval by the maintenance manager. Medical cials' access points. ment of additional office equipment and sup­ nies provided service 24 hours daily. wastes and sharps were properly handled and Security Sweep. The Village security sweep plies or housing furniture. Coordination with The maintenance work force combined the marked for disposal. Approximately 2,500 lb was conducted from 1 to 5 July 1996, requir­ the main distribution center helped to locate existing maintenance divisions of Georgia (1,134 kg) of medical waste was removed from ing the commencement of strict access control assets w ithin the AGOG materials management Tech and Georgia State. Subcontractors pro­ the Village during the operating period. procedures and the implementation of a day system. Approxim ately 65 structures, including vided additional staff for a total work force of Recycling. A ll vendors, residents, and guests pass system for all unaccredited persons and existing Georgia Tech facilities and temporary 480. Planning and scheduling the work force participated in the recycling program. A major those whose accreditation did not permit Vil­ structures (tents) built specifically for the was slowed due to the late accreditation of u n i­ donor of recycling services implem ented an lage access. Games, needed to be adapted to the O lym pic versity employees. Some Georgia Tech employ­ extensive program of educating residents on A more restrictive system was used to con­ configuration and then restored or removed in ees chose to avoid Olympic Village operations recycling issues, composting wastes, and trol access to the residential zone of the V il­ a short time period. Approximately 15,000 completely, because of work schedules and site avoiding use of landfills. Supplying products lage. Biometric identification was used for the beds and 4,000 desks in 94 buildings needed to access restrictions. These individuals were reas­ in bulk avoided individual packaging, exces­ first time in Olympic history. This system re­ be arranged or moved during the preparation signed to other positions outside the Village. sive crating, and overestimation of perishable lied on the unique structural characteristics of and restoration periods. The Village Maintenance division took oper­ goods. Nearly 150 tons (135 t) of recyclable the individual's hand to grant or deny access. ational control of all Georgia Tech and Georgia material was collected from the Village during State maintenance operations during ACOG's the operating period. campus lease period of 15 June to 15 August 1996. Existing Georgia Tech procedures were

. ANITA CRAWFORD • BRENDA YVONNE CRAWFORD * BRIAN CRAWFORD • CARMENCITA L CRAWFORD • CAROL S CRAWFORD ■ CATHERINE A CRAWFORD- CHRIS B CRAVVFO^ JAMES D CRAWTO °o f„ .VufinLL „ . VIRGINIA L CRAWFORD • WILLIAM F CRAWFORD • MATTHEW CRAWFORD JR . 3 • D IE D R E D C R A W FO R D • D U KE CRAWFOR_D_* GLENJ'J_P CRAWFOR^D • GRE^G V C R AWFORD^»^HAR_R^ET ^ . 'RENE R CRAYTON. '-CRAWLEY. SONYA D CRAWLS. MELANEES CRAY. DIANE JCRAYCRAFT. JAY RCRAYOR.CHARYLENEACRAYTON V 332 FORD • KAMYRA E CRAWFORD «KAREN CRAWFORD • KEVIN D CRAWFORD • KRIS N CRAWFORD • LINDSAY G CRAWFORD • MARION D CRAWFORD • M 'sr ION . DEBORAH CCRAYTOR . CHET RCREACY . KIMCREAGH . CHERYL E CREAMER . JOSE E CREAMER • LAURA R CREAMER • LORI ACREASON • PAUL R CREASY .LARRY I CREE • ' 333

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER EIGHTEEN / OLYMPIC VILLAGES

D ay Passes. The NOC day pass center moni­ Housed in a tent immediately adjacent to the The media pass center operated on the same briefings, post notices, and use for other re­ tored all guest pass requests from NOC delega­ staff entry, this center operated 24 hours daily schedule as the NOC guest pass center. A total lated activities. tions, sponsors, vendors, observers, and AGOG to support all shifts. Village managers submit­ of 4,556 media day passes were issued. management. A ll requests for day passes had to ted requests for day passes for nonaccredited Lost and Found Media Subcenter be submitted by 1900 the previous day, by E- staff by 1900 the previous day, using E-mail, A lost and found center was established in form in lnfo'96, by manual form at the day manual form, or facsimile transmission. Staff The Village media subcenter was located In the main recreation center, a central location I ! pass center, or by facsimile machine. Many day passes were issued only w ith the authoriza­ the Georgia Tech research zone, near the that would be easy to access. A ll lost or found NOCs, however, submitted requests or changed tion of the functional area manager for whom media entry to the International zone. This fa­ items could be claimed at or returned to this guest lists at the last minute. Each guest surren­ the pass bearer worked. To obtain a day pass, cility served as a small operating base, similar site. Village supervisors were responsible for dered photo identification, such as a passport staff were required to submit photo identifica­ to the Main Press Center (MPC) and Interna­ transporting found items to the information or Games accreditation badge, for the guest tion, w hich was held at the staff pass center tional Broadcast Center, for media personnel stations, where they were recorded in a log pass. Passes were issued between 0900 and until the day pass was returned. A total of covering the Village and its activities. All ac­ book. Items were then taken to the lost and 2030. Guests were required to exit the Village 24,152 staff passes were Issued during the V il­ credited press and broadcast personnel had ac­ found center, where they were received and Fig u r e 1: D a il y and return their passes to the day pass center lage's operation, primarily for late accreditation cess to the media subcenter. entered into another log. A t l a n t a O l y m p ic by 2100 each day. Photo identification, held as issuance and entertainment and recreational The Village media subcenter housed AOB Many items were submitted to the center, V il l a g e D a y Pa s s collateral, was returned to the guest upon sur­ service people. and AGOG Press Operations on the first level but only a small percentage were of significant A l l o c a t io n render of the day pass. The MTA pass center was open 24 hours and the AGOG host broadcasting operation on TO NOCs monetary value. Most were never retrieved by NOC day passes were rotational, allowing a daily to issue staff day passes to nonaccredited the second. A reception desk and lounge area their owners. NOC new guest to use a pass previously Issued to persons accompanying deliveries. The MTA were shared by both operations. Interview delegation size Passes and returned by another guest. The larger pass center also accommodated other service rooms, workstations, telephones, facsimile ma­ Residential Zone (Village residents) per day 1-24 3 NOCs would often rotate guests In and out of personnel, such as maintenance, construction, chines, copiers, com petition results, inform a­ The residential zones provided housing for 25-50 5 the Village in two-hour shifts, allowing an ex­ and material logistics staff. Procedures for re- tion, and televisions showing competitions athletes, officials, and chefs de mission, NOC 51-100 6 tremely high volume of individuals to be i questing and obtaining day passes were identi- were also available. Press Operations occupied offices and storage space for NOCs, and tra in ­ 1 101-200 8 processed each day. No NOC day passes were I cal to those employed at the staff pass center. the facility from 6 July to 7 August, operating ing sites for athletes. Some athletes and officials were housed in apartm ents 201-300 10 available for 19 July (Opening Ceremony day) In keeping with IOC Media Guide require­ daily between 0700 and 2200, and AOB oper­ Athlete and Official Housing. NOC athletes consisting of four bedrooms, 301-400 12 or 4 August (Closing Ceremony day). A total of ments, AGOG issued no more than 400 media ated between 0800 and 2100, from 15 July to and officials were housed In a combination of two bathrooms, and a living 401-500 14 39,864 guest passes were Issued during the V il­ (200 press, 200 broadcast) day passes to the Vil- 5 August. apartments, residential halls, and smaller new room. +500 16 lage's operational period. (For the daily day pass : lage at any one time. These were issued on a Four Interview rooms within the Interna­ and existing residential houses. There were allocation to NOCs, see Figure 1.) i first-come, first-served basis, and were not tional zone of the Village operated between 15,078 beds in the Atlanta Village: 9,384 in The Village was closed to noncredentialed I transferable. A valid Centennial Olympic 0900 and 2100 and were available for the con- ; newly constructed apartments, 4,509 In exist­ vehicles, making It d ifficu lt for Invited guests I Games accreditation badge was submitted in venience of athletes and team officials wishing ing apartments and residence halls, and 1,185 to visit without walking a considerable dis­ I exchange for the pass and held until the pass to be Interviewed in the Village. Scheduled at In smaller residential houses. tance. To assist guests, ACOG's Transportation i was returned. Media day passes allowed access the subcenter reception desk, interviews in Each apartment accommodated 4-14 resi­ Department provided round-trip shuttle ser­ : only to the International zone. Access to Village these rooms occurred 105 times during the op­ dents, although most units accommodated 8 vice from the Village guest center, located adja­ residential areas was obtained only via an erating period. residents. Most apartments consisted of bed­ cent to a nearby MARTA rail station outside ^ AGOG tour (10-14 July), or at the express w rit- The media subcenter was also available for rooms, one bathroom for every four residents, the Village. The operating dates mirrored the ; ten invitation of an NOC, signed by the chef de chefs de mission to schedule meetings, hold a living room, and a kitchen. Except for the re­ schedule of the day pass center, and an average i mission. Chefs were required to provide jour- frigerator, kitchen appliances were inoperable of 800 guests per day utilized the shuttle ser­ ! nalists w ith their NOC's designated guest pass during the Games. Each apartment bedroom vice to access the Village. I and an escort to accompany the guest w ithin contained two beds, one wardrobe, and one Nonaccredited staff needing temporary Vil­ I the residential zone. three-drawer chest. Each livin g room con­ lage access, as well as accredited staff who ar­ tained a sofa, two end tables, one coffee table, rived af work without their credentials, ob­ two armchairs, a dining table, four chairs, and tained day passes at the staff pass center. a wastebasket.

CREEL • DOUGLAS CREELNAN • FIONA C CREIGHTON • FRANCES K CREECH • LAUREL B CREECH • COURTNEY W CREEK • JAMES H CREEK • SHERYL W CREEK • KEVIN LCREEKMORE • GREGORY I . ROBIN R CRENSHAW * RO= ROBERT A CREMEANS • WALLACE R CREMEANS • ANNETTE CRENSHAW • JOHN C CRENSHAW • MYRA D CRENSHAW • PAMELA D CRENSHAW • PATRICIA A CRENSHAW • ROBIN R SON. MICHAF-y^i * CREWS • KATHY B CREWS • KIMBERLY D CREWS • LEE R CREWS • ROSE M CREWS • SARA E CREWS • TONYA CREWS • VERNON K CREWS • TIMOTHY A CREWS-ANDER- 334 ALIND P CRENSHAW • SYLVIA V CRENSHAW • SANDRA B CRESS • ADAM CRESS WELL • ANGELA G CRESS WELL • BOBBIE-BARSARA W CRESSWELL • LASAYDE A CREW • ALICE J Lrr ÜCR|^^^, .,J^^J:^Y E LL CREWS SR . CHRISTIANA M CRIBBS ♦ LINDA C CRIDER • MARCUS A CRIDER • MARC JCRIFASI • CATHY CRICHTON DVM • MELANIE N CRIGLER • REBECCA S CRIGLER • HARLON ^ L R IM M • CAMERON JCRIMMINS • K A RE N M C R IN C O L I • H E R B E R T L C R IN E R ♦ KELLY J C R IP E • HA RR Y J C R iS C O L O • M ARY V C R IS C O L O • N A N C Y D C R IS L E R ♦ TIMOTHY SCRISLER • W W i i /

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER EIGHTEEN / OLYMPIC VILLAGES

Residence hall accommodations consisted of with both the international broadcast and gen­ Temporary features included two tower on the northeast side, at w hich boxing compe­ double-occupancy rooms with a central bath­ eral cable channels, a telephone providing ac­ pavilions, 100 ft (30 m) and 86 ft (26 m), deco­ titions were held. While this was convenient room and lounge. Sleeping rooms did not have cess to the Olympic five-digit dialing network, rated with banner and shade fabric. The size for participating athletes and officials, who carpets, but hallways were carpeted. Residence and an alphanumeric pager. and color of these elements transformed the could enter these venues from within the Vil­ hall rooms contained tw o beds, wardrobes or NOC Offices and Storage. Every NOC dele­ open plaza in to a festive backdrop for Games lage, both venues posed operational challenges. closets, three-drawer chests, desks, and chairs. gation with 25 or more members residing in activities, complete with evening theatrical W hile each venue's management, staffing, secu­ Each floor was designated male or female, and the Atlanta Olympic Village received its own lighting. W ithin one pavilion, a tent covered rity, and operations were conducted separately more than one NOC could share a floor. office space equipped with one Olympic cable- the team welcome ceremony amphitheater. from Village operations, the venues did share a Some smaller NOC delegations were assigned equipped color television, one Olympic net­ The fountain area was decorated w ith flags perimeter fence, which made advance loading to residential houses norm ally used by campus work telephone, an Info'96 terminal, and an from previous Olympic Games host cities. Nu­ and staging at the sites necessary in order to social organizations. Thirty-five such houses alphanumeric pager. If an NOC delegation had merous information, refreshment, and other meet Village security requirements. were used, holding 8-80 beds. Each house ac­ fewer than 25 members, the chef's residential miscellaneous tents dotted the plaza adjacent commodated one to three delegations. Living space was used as its office space. Six shared to the pavilions, the largest being a covered Services to NOCs rooms in these houses were each furnished w ith medical spaces were also available to accom­ entertainment stage for cultural events. Large one sofa, one coffee table, two end tables, and modate smaller NOCs. All delegations could graphics, banners, and towers accented the Because NOCs were most directly responsible two armchairs. Kitchens were closed to the dele­ order additional technology items using the gateway entrance to the main recreation center for the success of each athlete's experience at gations, but a dining area in each house was fur­ NOC rate card. and the Village marketplace, both housed in the Games, it was imperative that ACOG c u lti­ nished w ith tables and one chair per resident. Each NOC delegation was also assigned a sep­ existing buildings adjacent to the open plaza. vate a good relationship with them. While the Each house also provided space for residing arate, enclosed storage space for nonperishable A covered walkway connecting these external NOC Relations Department of Olympic Family NOC offices as well as medical and storage areas. supplies and equipmenf. Located throughout elements added to the festive atmosphere and and Protocol primarily coordinated relations All sleeping rooms were air-conditioned and the residential areas, these storage spaces var­ provided protection from sun and rain. between ACOG and all NOC delegations, equipped with screened windows. Two towels, ied in size from 300 sq ft (28 sq m) to 3,000 sq Design and construction also included a O lym pic Villages' NOC Services division fo­ two sheets, one pillow, one pillowcase, one ft (279 sq m) according to the number of mem­ temporary queuing plaza for athlete transporta­ cused on serving the primary Village clients, mattress pad, and one blanket accompanied bers in the NOC delegation. tion to training and competition sites, 20 tram the chefs de mission. each bed. Extra-long beds (7.25 ft/2.2 m) could Sports Training Sites. In accordance with stop tents, material and waste transfer areas, a NOC Services was the single most im portant be ordered in advance by the NOCs at no extra the Olympic Charter, ACOG provided facilities temporary in-ground swimming pool, a tempo­ point of communication with the chefs, keep­ charge. A ll 3,000 available extra-long beds for athlete training in the Olympic Village. rary coffee house and dance club, and an inte­ ing them inform ed concerning all aspecfs of were used. Each room in the Village was deco­ Four training sites and one warm-up site were grated temporary dining facility with kitchen. preparafion required for bringing their delega­ rated to reflect the Olympic Spirit, the spirit of available in the residential zone to accommo­ Other projects included the installation of gen­ tions to the Centennial Olym pic Games. To fa­ the South, and Atlanta. date athletics, baseball, tennis, and strength eral outdoor lighting and more than 40,000 sq cilitate this role, NOC Services was staffed w ith Nineteen front desks operated 24 hours training. ACOG's Sports Department coordi­ ft (3,720 m) of frailer space used for offices and multilingual, multicultural personnel divided daily; seven operated 16 hours daily. At any nated site operations from its Village informa­ storage. M any existing spaces required remodel­ in to teams, w ith each team serving an assigned fron t desk, residents could use lnfo'96, get tio n center. ing, including offices, the main recreation cen­ region of the world. Beginning in 1994, the general information, obtain complimentary ter, and the Village marketplace, and many re­ staff created databases to track critical inform a­ International Zone laundry detergent, exchange linen, request quired the installation of temporary power, tion, were actively involved in hosting NOC housekeeping services, file complaints or prob­ The idea behind the international zone was sewer, natural gas, and water systems. visits to Atlanta, and assisted w ith recruiting The fountain area of the lems, and receive assistance. to create a town center for Village residents and training envoy teams. NOC Services par­ Georgia Tech plaza was decorated with flags from Chef de Mission Housing. Chefs de mission and guests that would be festive, memorable, Adjacent Venues ticipated in the December 1994 ANOC General previous Olympic host cities. were housed in single-occupancy rooms wifhin and conducive to international friendships. The Georgia Tech campus was also the site of Assembly in Atlanta, managed the logistics of their respective NOC housing areas. In addi­ The Georgia Tech plaza area became the inter­ two competition venues: the Aquatic Center, the Chef de Mission Seminar, and planned the tion to regular furnishings, each chef's room national festival zone. bordering the Village on the west side, w hich was equipped w ith a desk, telephone, type­ was the location for diving, swimming, syn­ writer, refrigerator, safe, bulletin board, and chronized swimming, and water polo competi­ coffee maker. Complimentary technology tions, and the Alexander Memorial Coliseum items furnished included a color television

DOVIE P CRISP . HAROLD L CRISP * LAURA M CRISP • PATRICK N CRISP • TREY S CRISP • DELMAS CRISP JR • JENNIFER LCRISPEN . HOLLY LCRISPENS . DORIS CRISS • CHARLES E aEL A KENNETH C CROFFORD • PATSY T CROFT • SUSANNE C CROFT • MARY ACROFTON • THOMAS O CROFTON • AMANDA CROKER • £ PAMELA T CRISWELL • SHAWN D CRISWELL • DENISE E CRISWELL ATC • DAVID 8 CRITES • SONYA M CRITES ♦ PATRICIAG CRITTENDEN • PATRICIA A CRITZ • DONALD P CRIVELLONE • .j. . 336 BRENDA E CROCKER • MARTHA E CROCKER • ANDREW J CROCKETT • JAMES D CROCKETT • LISA M CROCKETT • MICHELLE I.CROLri.i^ BERLY H c r o n e ° CROMES • CHRISTY E CROMLEY • KENNETH E CROMPTON • SARAH A CROMWELL • SHEILA R CRON • GU' CROCE • RHEA LC ROCHER • EILEEN F CROCHET • MARK S CRONE • STACY L CRONE * SUSAN M CRONE • DIANA M CRONIN • DONALD A CRON IN • FRANCIS XCRO NIN*JANEECRO NIN* JOAN D. CRONIN • KEVIN J CRONIN • 337

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER EIGHTEEN / OLYMPIC VILLAGES

operations of both Village reception and the tion, accreditation, extra officials, transporta­ welcome ceremony, informing AGOG of the which planned to bring more than 100 resi­ Village NOC Services centers. tion, and finances were described in great detail. NOC's arrival and departure plans, and notify­ dents each. Security-sensitive NOCs were also Satellite Villages were also highlighted. ing AGOG of any special visitors anticipated allocated in August 1995, to ensure accommo­ Pre-Games Communication The Chef Manual II was distributed in June by the NOC. dation within predetermined areas. Other A three-tier approach was developed for pre- 1996, providing practical information to guide Housing was provided in the Village for one NOCs received their housing assignments in Games com m unication w ith NOCs. The com­ chefs through the logistics of their stays in Atlanta. member of each envoy team, enabling an June 1996. prehensive publication, the Chef de Mission Chefs w ith prior Games experience in d i­ envoy or associate to be available to the chef Team size estimates were continually re­ Manual, was assembled and mailed to the 197 cated that these communications efforts for 24 hours a day. Envoys were housed separately viewed, updated, and changed. A database NOCs in April 1995. It contained all pertinent the chefs de mission created a new, higher from the NOCs. tracked sports qualification information, ex­ policies and described services affecting team level of cooperation between organizers and pected occupancy for all Villages, including NOC Housing Allocation preparation and Village and other venue facili­ NOC delegations. room and bed allocations, and calculation of ties in detail. The release of this document pre­ The Village Housing Allotment division de­ eligible officials for the individual NOCs by Envoy Program ceded the Chef de Mission Seminar. termined placement of all delegations in Vil­ Olympic Charter Rule 42. The Chef de Mission Seminar, held in A t­ Providing each NOC with a well-trained and lage housing during the Games. This staff ACOG's Village housing allocation system lanta 17-21 May 1995, was attended by more language-proficient envoy team to assist the gathered as much detailed information as pos­ performed a wide range of functions, including than 300 delegates. Inform ation was provided chef was one of ACOG's most important and sible before NOC arrival, including estimated recording manually entered allocations, pro­ in accordance with chef responsibilities rather ambitious projects. Envoy teams comprising team size, expected number of men and viding for Games-time manipulation of alloca­ than depicting ACOG's activities on a depart­ an envoy, associate envoys, and drivers were women, expected event participation, and ar­ tions, displaying room status in graph form, mental basis. Two days of presentations dis­ trained for two years, and each participant rival and departure dates. The m onitoring of producing floor plans of room allocations for cussed w hat chefs should know and do before made a tremendous commitment to preparing the IOC qualification systems throughout the the NOCs, and producing reports for the Vil­ and upon arrival at the Games, including p o li­ to serve his or her assigned NOC. The size of pre-Games period led to development of a lage housing offices and building staffs. The cies and preparations as they applied to each NOC delegations determined the size of the team profile, w hich was critical to the housing system used Access application and user inter­ sport, each venue, and the Villages. Numerous teams, w hich ranged from 4 to 27 people. allocation process. NOCs were also asked to in ­ faces developed for AutoCAD. workshops were held to elaborate on the issues Volunteers were chosen through a competi­ dicate any preferences in housing type or loca­ presented and to encourage participant re­ tive process that included interviews, language tion w ith in the Village. The allocation process Reception Process sponse. The seminar also included a compre­ evaluation, and security background screening. took several factors into consideration, includ­ The Chef Relations subdivision coordinated hensive tour of Village and com petition sites. Envoys began training in July 1994 by attend­ ing political sensitivities and cultural diversity. the NOC reception process at the Airport Wel­ Attendees received an assortment of printed ing mandatory weekly tw o-hour sessions, sup­ Preparations for the allocation process come Center (AWC). Operations began 25 June materials, including a calendar of important plemented by occasional weekend meetings began in May 1995 at the Chef de Mission and concluded when the last of the 197 delega­ deadlines before the Games. In addition, par­ and activities such as venue tours. Training Seminar. NOC Services staff met ind ividually tions was processed on 19 July. ticipants had the opportunity to meet individ­ also included individual study projects and pe­ with each chef of the larger delegations to ob­ At the beginning of the process, the chef, an ually with Olympic Villages and AGOG man­ riodic examinations. Envoys were first intro­ tain the anticipated number of Village resi­ NOC Services representative, and the envoy agers. Participants praised the seminar and the duced to NOC presidents and secretaries-gen- dents. Each chef was required to complete an met w ith a Sports Inscriptions representative invaluable information exchanged. eral at the ANOC General Assembly and to the estimated team size form, itemizing athletes and an Accreditation representative to verify As a next step, Olympic Village management chefs de mission at their seminar. and officials by sport and gender. Afterward, applications, verify all qualification data, and prepared the Chef Manual I, mailed in October During the Games, each envoy served as the these estimates were verified and adjusted make a preliminary Rule 42 calculation to de­ 1995. Printed in English, French, and Spanish, chef's primary point of contact with AGOG based upon qualification information from the termine the total delegation size. The Accredita­ this publication contained all AGOG policies, and was given authority to make certain deci­ Sports Department as well as historical data. tion staff member reviewed these lists to deter­ regulations, and guidelines, with heavy concen­ sions and solve problems. Envoys were consid­ Using the data collected, rooms for 11,200 resi­ m ine access privileges for each delegate. tration on chef responsibilities before and upon ered members of Village management. NOC dents from 51 NOCs were allocated in August arrival in .Atlanta. Major issues such as recep­ Services managers and coordinators were also 1995. Representing 83 percent of the total available to the chefs 24 hours a day to address NOC population, these were the larger NOCs, issues at a higher level. Envoy teams offered assistance w ith routine procedures, including scheduling the team

M A R G A R E T Z C R O N IN • R E G IN A M C R O N IN • JO E C R O N LE Y • E R IN A C R O N N • A N N E F C R O O K • E L L A O C R O O K • ID A R C R O O K • JA M E S C R O O K • K C C R O O K • R O B E R T C R O O K • S C O TT A C R O O K • CLAIR ’ WALLYQ CROSBY • DESDIMONIA J CROSS • DONALD G CROSS • EILEEN M CROSS • ELLEN D CROSS • GEORGE L CROSS • GINA M CROSS • JUNE CROSS • LAWRENCE M CROSS • G CROOKS «JAMES L CROOKS • LAURIE U CROOKS • TERESA B CROOKS «JOHN CROOM • CHARLENE D CROOMS • LINDA D CROP • PAUL VCROPLEY • ANDREW CROSBY • CHRIS G CROSBY •d a *' ^ CROSS • RITA CROSS • SHARON H CROSS • TAMMYE M CROSS ■ TERRI K CROSS . TINA RCR'''''* - — ------338 CROSBY • ELLIE M CROSBY • EM ILY C CROSBY • FRANCIS J CROSBY «GREGORYMCROSBY* GREGORY W CROSBY • JAMES SILAS CROSBY • KELLY R CROSBY • MAUD BRELAND CROse ss. BU CH A N AN -S T E P H A N IE K C 339

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER EIGHTEEN / OLYMPIC VILLAGES

Financial Services then computed the amount housed there. Each chef received a housing chef room and pager check-in and check-out Opening Ceremonies. (For information concern­ of funds owed to ACOG for residents of the Vil­ packet to review. Arrival and departure infor­ and had the daily responsibility of ensuring ing these official ceremonies, see the Olympic Fam­ lage during the paid period, 6-14 July, and col­ m ation was collected, and Transportation was that the chefs' meeting hall and lounge were ily and Protocol chapter.) lected any other funds due for rate card services notified of expected arrival dates, times, and ready for all meetings. or extra officials' housing. The official or offi­ numbers of delegates. Welcome ceremonies IOC Representation Chef Meetings cials normally arrived prior to the team to com­ were also scheduled at this time. Upon com­ Two IOC functions were located in the in­ plete the processing, which took an average of pletion of these functions, the chef and delega­ Chef meetings were held in the chefs' meet­ ternational zone for the convenience of Village four hours. tion proceeded to accreditation badging and ing hall at 0730. Twelve meetings were con­ residents. The NOC Relations office provided The Village Housing Allotment division fi­ prepared for transport to the Village. ducted during the operation of the Village. In support to NOC officials and access to the IOC nalized building and room assignments for the general, meetings were held every other day for NOCs to make suggestions. Furnished and Atlanta Olympic Village and notified each NOC Services Center beginning 8 July. These meetings were con­ staffed by IOC personnel, the office was open satellite Village of the number eligible to be The NOC Services center in the Village con­ ducted in English, with simultaneous interpre­ from 1100 to 2200 from 17 July to 4 August.

sisted of chef relations offices, an NOC Services tation available in French and Spanish. The Quilts were presented to the Fig u r e 2: NOC R a t e C a r d O r d e r s center desk, finance office, envoy w ork room, Language Services Department coordinated all NOCs upon arrival at the Item Total Item Total and general lounge areas for the chefs. This fa­ aspects of the required equipment and techni­ Village as part of the team Refrigerator 85 Desktop computer 12 cility, for use by the chef or a designee, was lo­ cal support for the interpreting function. welcome ceremonies. Ice machine 31 Desktop printer 12 cated in the international zone near the chefs' Village management used these meetings as Lockable cabinet 29 Printer toner cartridge 34 meeting hall and operated from 0600 to 2400. opportunities to update the chefs, listen to Stretcher bed 11 lnfo'96 workstation 25 These hours were varied to accommodate peak their concerns, and address any issues raised. A Heating unit 10 lnfo'96 printer 30 periods including additional hours during the team of three or four people translated the Massage therapy table 67 20 in television 183 competition period. Multilingual staff pro­ minutes of the meeting into French and Span­ Ultrasound unit 21 51 in television 16 vided general Village information and many ish. Chefs were able to obtain minutes of the Electrical stimulation unit 16 27 in television 41 meeting at their m ail slots in the NOC Services Chilling unit 9 Television stand 40 other services at no charge, including the dis­ center before the next meeting. Inferential stimulation unit 16 CableTV connection 369 tribution of NOC mail and incoming facsimile Typewriter (English keys) 3 CombinationTV / VCR 59 transmissions or telexes, scheduling of meeting The IOC Athletes Commission occupied a Language Services Typewriter (French keys) 3 VCR 36 rooms, assistance w ith transportation inform a­ two-room office suite, furnished and staffed Typewriter (Spanish keys) 1 VMS tape 65 tion and arrangements, updating of arrival and The Language Services Department provided by commission members. The primary mis­ Loveseat 4 Compact VHS cassette tape 10 departure plans, and service of NOC accounts. linguistic assistance to athletes, Olym pic Fam­ sion of this office was to broaden communica­ Coffee table 2 Small copier 17 Services available for various fees included ily members (including media), and other tion between currently active athletes, as well Executive desk 52 Midsize copier 27 photocopying, word processing, and translation ACOG departments during the Games. These as advise the IOC Executive Board in matters Desk 32 Large copier 1 of documents into English, French, or Spanish. services included conversation facilitation, of current or contemplated policies and pro­ Swivel chair 111 Facsimile machine 67 Circle International, ACOG's official freight for­ written translation, and simultaneous interpre­ grams. This office was open daily from 1100 Safe 25 Toner cartridge for facsimile mach ne 59 warder and customs broker, processed materials tation. The Language Services' operations to 2200 during the competition period, 20 File cabinet 37 Headset 10 and answered questions on shipping and cus­ headquarters was located in the Atlanta July to 4 August. Coat tree 149 Analog two-way radio 43 Olympic Village. (For more information, see the Coffee maker 63 Spare battery 23 toms. Office supplies were sold, and available Olympic Family and Protocol chapter.) IOC Athletes Commission Election Folding chair 206 Power surge protector 46 rate card items were offered for rent. (For rate Marker board 43 Power cord 89 card items ordered, see Figure 2.) Staff at the cen­ Rule 24 of the 1994 Olympic Charter states Team Welcome Ceremonies Folding tables 26 Power bar with surge protection 44 ter also provided menus and helped to arrange that, "An Athletes Commission shall be consti­ Desk lamp 77 Telephone line surge suppressor 12 catering for special NOC events. Team welcome ceremonies, coordinated by tuted, the majority of whose members shall be Telephone line set 420 Power bar (no surge protection) 15 The NOC Services center desk proved to be the Protocol Department, were held between 6 athletes elected by athletes participating in the Speakerphone line 6 Village parking passes 259 a very valuable inform ation source, and cus­ July 1996, the opening day of the Olympic Vil­ Olympic Games." As a result, these elections Facsimile phone line 116 Minivan 30-day rental 20 tomers quickly came to depend upon staff for lage, through 20 July 1996, the day after the Cellular phone service 432 Minivan weekly rental 60 assistance w ith nearly every subject im agin­ Cellular phone air time 425 Sedan rental 55 able. Staff researched issues until a satisfactory Pager 376 solution was found. The staff also assisted w ith

• CARLAACROSSNO • MAYLAND M CROSSON • COLETTE E CROTTEAU • DEBORAH LCROTZER «ALAN M CROUCH «JOHN CROUCH • SYLVIA I CROUCH • TERRY CROUCH • MARCI L CROUSE * R ^COT S CROWLEY • DOROTHY J CROWLEY • FELICIA D CROWLEY • LINDA F CROWLEY ‘ PEGGY S CROWLEY . LAWRENCE BCROWSON • ERVIN M CROWTHER JR * TERRENCE A 340 C R O U S E «J E R I G C R O U S E PT • A N D R E W G C R O W • C EC ILY A C R O W • J O H N J C R O W • SH A R O N L C R O W • TO D D M C R O W • R O B E R T W C R O W MD • B IL L F C R O W D E R • L IN D A L C R O W D E R • , , • KYLA CRUMB' V '*^^^5®®'^^*’ 0ZIER-WIGAND * MARGARET W CRUICKSHANK • LAURIE M C_RULL^ JAMES W_CR_U_M_*_JANE G CRUM •_WILLj^AM T CRUM ‘ CORI RCRUMBLEY • SUECRUMBLEY 341 DER • ANNIE M CROWE • BRENDA K CROWE • JAMES C CROWE «JIMMY W CROWE • MEDINA R CROWE • PATRICIA H CROWE • ROSAMOND H CROWE • CAROL A CROWELL • MARK CROWtLU • BARBARA P CRUME • CARVN L CRUMLEY • KELLY CRUMLEY • ARTIS JR CRUMP • BRUCE N CRUMP • DEBRA KCRUMP«1RMA CRUMP - JAYSON L CRUMP • JEFFREY J CRUM P •

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER EIGHTEEN / OLYMPIC VILLAGES

were held for the first time in the history of A total of 5,734 athletes (54 percent of eligi­ ■ Transportation Coordination—The trans­ Dance Club. A highlight of the entertain­ the modern Olympic Games. Athletes in all ble voters) participated. The IOC considered portation desk, operated by ACOG's Trans­ ment program, this 25,000 sq ft (2,325 sq m) nine Olympic Villages were able to vote. the election, which ottered competing athletes portation Department, facilitated transport of facility was one of the liveliest and most fre­ Prior to the Centennial Olym pic Games, a voice in the Olympic Movement, a success. athletes to and from training sites and compe­ quented places in the Village, featuring state- there were 13 athlete members of the IOC Ath­ tition venues. of-the-art audio technology, special effects, letes Commission. The new commission will Sports Information Services ■ Message Center—Messages tor team lead­ disc jockeys playing popular music, and occa­ consist of 19 athletes. Seven athletes, repre­ Located near the main dining hall, the ers and officials were given and received via sional live performances. senting summer sports, were elected during the sports information center was the headquar­ facsimile transmission or telephone. Coffee House. Adjacent to the dance club, Atlanta Olym pic Games. Three additional ath­ ters tor all sports-related issues. Team leaders ■ Language Services—A Language Services the coffee house provided a relaxed social en­ letes, representing w inter sports, w ill be elected and officials were permitted access to the representative was available tor language trans­ vironment in which Village residents could to the commission during the 1998 Winter sports information center to access inscrip­ lation and interpretation. gather and enjoy complimentary gourmet cot- Games in Nagano, Japan. Nine athletes w ill be tions, sports desks, training sites, and results tee drinks, teas, and cold beverages. During the appointed by the IOC president to ensure a ge­ distribution. Team officials could also order R e sid e n t Services a n d A m e n it ie s day, entertainment included solo performers, Fig u r e 3: ographical distribution and a gender balance boxed lunches, obtain directions to venues ATHLETES E l e c t e d classical guitarists, acoustic musicians, and to obtain the best possible representation of all and training sites, address sports equipm ent is­ To provide residents of the Village with relaxing TO THE IO C A t h l e t e s string quartets. In the evenings, patrons could athletes. sues, leave or retrieve messages, and coordi­ COIVIIVIISSIOIVI______and enjoyable ways to spend time when they watch and enjoy dance club activity. In A pril 1995, each NOC was asked to nom ­ nate athlete transportation. were not training or competing, a variety of en­ Bobby Dodd Stadium. This 45,000-seat out­ Roland Baar inate one male representative and one female ■ Inscriptions—Coaches/team leaders ad­ Germany tertainment and recreation activities were devel­ door arena was the venue tor the Village All- representative from its athletes. These candi­ dressed issues concerning the registration of Hasslba Boulmerka oped that appealed to an audience of diverse Star Farewell Evening, featuring the interna­ dates were required to have French or English athletes, replacement of injured athletes, acti­ Algeria nationalities, cultural backgrounds, and ages. tional premiere of the movie Eraser. An opening language skills. The IOC Athletes Commission vation of alternate athletes, and athlete name Sergey Bubka concert was given by the Goo Goo Dolls, and Ukraine electoral college narrowed the number of nom­ corrections or changes. Entertainment appearances were made by the movie's stars, Charmalne Crook inees to 35 athletes who were featured in an ■ Sports Desks—Sport-specitic inform ation Village entertainment programs operated Arnold Schwarzenegger and Vanessa Williams, Canada lOC-produced manual published in six lan­ was available on each sport at dedicated sports from 6 July through 5 August 1996. Most ac­ as well as Olympians Bruce Jenner and Evander Robert Ctvrtllk guages (Arabic, English, French, German, Russ­ desks. Personnel at these desks could also verity tivities were located in the international zone. United States of America Holytield. The purpose of the event was to ian, and Spanish), which was distributed at the entries, schedule training sites, distribute sport- The support of various suppliers and promo­ Alexander Popov honor the athletes tor their courage, dedication, AWC. specitic notices, verity start lists, distribute re­ Russian Federation tional partners was central to the success of and hard work and express appreciation to V il­ Voting began 20 July and continued through sults, and accept orders tor boxed lunches. Jan Zelezny the Village entertainment program. The logisti­ lage staff and volunteers. 31 July at the main Olympic Village. Each satel­ ■ Training Sites—Use of all training sites was Czech Republic cal challenges of moving large numbers of per­ Centennial Olympic Festival Area. This lite Village scheduled specific days tor voting. scheduled in the sports inform ation center. Is­ formers and their equipment in and out of the area, the focal point of the Olympic Village, Athletes cast their votes confidentially at sues concerning site preparation, shutdown, and Village on a daily basis required planning and was brightly decorated w ith flags and Olym pic polling stations adjacent to each Village's main recovery were handled by the training site staff. daily communication with Village logistics. banners and tilled daily with performers, magi­ dining facility. Twenty full-time volunteers as­ ■ Results D istribution—Results and competi­ Performers entered the Village by using the cians, jugglers, clowns, mimes, and other live sisted w ith the voting process, supervised by tion updates were available at the sports desks. day pass system. entertainment. The fountain in the center of IOC representatives. At 2200 each day, all un­ Results books were compiled and copied tor Olympic Theater for the Arts. This second the area, designed to commemorate the Games, used ballots and ballot boxes were secured by each sport. largest venue in the Village seated 1,200 peo­ served as a backdrop tor television feeds. Vol­ IOC representatives to prevent tampering. ■ Boxed Lunch Coordination—Orders tor ple. It showcased culturally diverse national unteers served as hosts and hostesses, answer­ At the conclusion of voting, members of the boxed lunches were placed manually at the and international performances, featuring local ing questions and directing Village residents to IOC electoral college and its designees counted sports desks and then entered on lnto'96. and international dance troupes and well- various entertainment and recreation activities. the votes. Votes were counted twice by the IOC, ■ Sports Equipment Coordination—A sports known entertainers. Cinemas. Five Village cinemas featured a and results verified by the electoral college, equipment desk was available to address prob­ Cultural Pavilion. This open-air stage w ith variety of international, classic, popular, and which had full authority to resolve any issues lems concerning sports equipment provided to benches and grass seating areas ottered local, first-run films, providing residents with an­ relating to the voting procedure, were consid­ the com petition or training site. regional, and ethnic entertainment such as other place to relax and escape the pressures of ered final. President Samaranch announced the jazz ensembles, gospel choirs, and bluegrass, training and competing. election results on 2 August at the MFC. (For a rhythm and blues, and country western music. Olympic Memorabilia. On display in the list o f the athletes elected, see Figure 3.) main recreation center, this exhibition of a pri­ vate collection included material from various

L IS A M C R U M P • PA M E LA S. C R U M P • P A T IA S C R U M P • P E N E LO P E S C R U M P • R A N D A L L A C R U M P • G IL C R U M P L E R • GRALYNW C R U M P LE R • JO A N G C R U M P L E R • R A IN E C R U M P L E R • T IM O TH Y K CRUM PLER • KEVIN DCRUMSEY • GEORGIA M CRUTCHER • CAROLYN A CRUTCHFIELD • JUDI CRUTCHFIELD • CASSANDRA D CRUTE • BRANDY K CRUTHIRD • GENA PCRUVER • MARCO A CRUZ • THOMAS ^ 342 FABIANA B CUKlERKolft ® • I-'='CUELLAR . MISCHA r CUELLAR . CARLOS J. CUEVAS . HAILUN CUI CRUZ • BRENT CRYMES • SHARON S CRYOR • REKA M CSERESNYES • NOLMAN B. CUBAS • JERRY V CUCCINELLO • JOH N CUCCINOTTO • BRETT CUCUEL • ALBERT LCUOD • CARMEN ACUUL' CULLEN .PATRICK • JAHAN L. CULBREATH ♦ JOSH CULBREATH • JAMIE M CULBRETH . JACKSON E CULLARS • JEAN CULLATHER . CHRISTIAN D CULLEN .TERRY L LCULLEN-CARROLL . MARY BETH CULLER • SEAN M CULLIGAN . TASHA N CULLINGS • BETTY LCULLINS . DIANNA KCULLISON . BETH G CULP . RONALD E CULP .RO NNIEG CULP 343

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER EIGHTEEN / OLYMPIC VILLAGES

Games ranging from Olympic pins to the very area for aerobics classes led by certified and na­ for relaxation, attracting more than 4,000 ath­ also distributed souvenirs to the athletes. A total first Olympic torch. tionally known aerobics instructors. A unique letes. Adjacent to the pool were saunas and a spa, of 566 people participated in eight different ex­ IOC Museum Collection. This outdoor exhi­ aerial walkway above the exercise areas allowed and water games were available to be checked cursions between 6 July and 4 August. bition was filled with memorabilia from the media to report on activities without intruding. out. The pool operated from 0900 to 2100. Inform ation Resources. Established as an O lym pic M ovement and past Olym pic Games. The club operated 0600-2200 from 15 July to 4 Music Listening Center. The Georgia Tech example of a library of the future, the world August and 0900-2000 from 6 to 14 July and 5 music listening center gave patrons the choice information center and World Wide Web pavil­ Recreation to 6 August. It was used by more than 6,300 of 120 cable music channels which provided a ion was a 3,000 sq ft (279 sq m) facility that Recreational programs were divided into athletes. variety of music from all over the world as housed 25 computers linked to the World vendor-run programs, constructed and oper­ Olympic Sensory Performance Center. Open well as a regular inventory of compact discs. Wide Web. Residents could browse the Web, ated at the sole expense of the prom otional daily from 1000 to 2100, this state-of-the-art The facility could accommodate 36 people at participate in Internet and on-line service chat partner, and programs funded, constructed, testing facility was developed to heighten one time. More than 1,250 athletes visited the rooms, read newspaper articles from their na­ staffed, and operated solely by AGOG. Promo­ awareness of the important relationship be­ center, which was open daily from 0900 to tive countries, and view any of more than 150 tional partner programs included the day spa, tween sports performance and the visual, audi­ 2300. CD-ROM titles. In the information center, the laser tag arena, the health club, and the tory, and dental characteristics of the athlete. Television Lounges. One hundred and fifty open 0800-2300, IBM provided newspapers world information center and World Wide Trained staff conducted tests for visual acuity, television lounges were located throughout the from around the world and a video wall, upon Web pavilion. ACOG-operated programs in­ as well as the speed w ith w hich an athlete re­ various types of Village housing for communal which messages sent to athletes were displayed cluded the sports video viewing and taping sponded to visual stimuli. Hearing tests were use. Seven other such lounges were available in for public view. center, external excursions, a recreational pool, conducted, and the center provided education other areas of the international and residential The Daily Olympian, the Olympic Village television lounges, and athlete gift bags. on hearing loss for athletes, coaches, and zones. Lounges were open 24 hours a day. newspaper, spotlighted the athlete community Olympic Village D ay Spa. Residents could trainers. Dental and medical referrals were Video Games Arcade and Laser Tag Arena. through feature stories and photographs de­ escape from the pressures of com petition and made as needed. However, to avoid having a This facility featured 300 state-of-the-art video picting Village life and athlete activities. It was training in the day spa, w ith services including negative influence on training or competition games and tw o laser tag arenas. Laser tag, a produced daily during Games-time and distrib­ aromatherapy, massage therapy, European h y­ performance, results were sent to the NOCs for very physical activity, provided much-needed uted to all Village residents. (For more informa­ drotherapy, audio therapy, a sauna, spa, a vari­ distribution to individual athletes after the stress reduction and release of energy. Open tion about the Daily Olympian, see the Creative ety of facials, and body wraps. All athlete re­ Closing Ceremony. More than 1,450 athletes from 0900 to 2300 daily, the facility received Services chapter.) laxation massage services were provided by participated in these tests. more than 54,370 visitors during the Games. A thlete G ift Bags. Each resident of the V il­ certified massage therapists. Those needing Sports Video Viewing and Taping Center. Bowling, Billiards and Other Recreational lage received a coupon for a complimentary massage for physical therapy purposes were re­ This center allowed athletes to view their own Activities. An existing bowling and billiards fa­ gift bag containing a Village pin and an assort­ ferred to the sports medicine center. Approxi­ performances and performances of others in cility in the main recreation center was reno­ ment of gifts, ranging from souvenirs to toi­ mately 4,900 people used the day spa during their competitions. There were 20 individual vated by a supplier that also hosted instructional letries. Bags were assembled and stored until the Games. viewing stations and 6 team viewing rooms. clinics and a three-day bowling tournament dur­ distribution. Notices were posted in residential Olympic Village Health Club. The first full- Each area was equipped w ith a television, ing the Village operating period. Extremely pop­ buildings to remind participants to claim their service, technologically advanced health club to video cassette recorder, and comfortable seat­ ular among the athletes, more than 30,000 bags. More than 12,800 gift bags were distrib­ be available in an Olympic Village, this ing. A taping schedule was developed based on games were played in the facility during Village uted, and all unclaimed bags were donated to facility featured the cardio theater, where par­ AOB's live transmission schedule. All broadcast operation.Other recreation equipment was also local charities. ticipants could view or listen to any of 32 radio events were recorded and available to residents available, and outdoor areas were allocated for or video channels built into the wall while in the Village soon after the actual event oc­ its use. Tickets to Events using various types of personal exercise equip­ curred. Once events were taped, labeled, and Residents could also register to participate in AGOG Ticket Sales operated a counter, oper­ ment. Additionally, the 7,000 sq ft (651 sq m) catalogued, athletes could submit their creden­ Atlanta excursions in the Village marketplace ational from 0800 to 2200 between 7 July and facility was equipped w ith 50 pieces of cardio­ tials to check out tapes from 0900 to 2300 travel agency. Excursions ran from 1000 to 2200. 4 August, in the Village shopping area. Tickets vascular equipment and two lines of strength- from 19 July through Village closing. More Each attraction allowed free entry for Village res­ for many competitions and Olympic Arts Festi­ training equipment. There was also a full-stage than 1,300 athletes used this service. idents w ith proper accreditation, and some sites val events could be purchased at this location. Recreational Pool. A 75 x 45 ft (23 x 14 m) A limited number of complimentary tickets to in-ground recreational pool was a popular site

• JOHN CULP JR • ASHLEY E CULPEPPER • DEBORAH M CULPEPPER • LUANNE F CULPEPPER • SUSAN D CULPEPPER • REBECCA J CULTRA • CRYSTAL P CULVER • DAVID A CULVER ' MARK O CULVER • ‘-iSA-ANNECUMM.Vf * STEVEN A CUMMINGS •TIMOTHY LCUMMINGS • JOANN CCUMMINGS-ARNOLD • DONDll J CUMMINGS ATC • NANCY H CUMMINGS CATC • DAVID J CUMMINS • PAM W CULVER • SANDRA P CULVER • JULIE C CULWELL • CARLEEN CUMBERBATCH • DANlDANIEL------CUMBERLAND • CHRISTOPHER - ...... H CUMMING . - • ..LOUISE...... H CUM MING • PAIGE A • VUNICO . RANDAt i'^ , * CUMMINS • EDWARD CUMMISKEV • ELIZABETH A CUNARD • TIFFANY R CUNDITH • CHRIST! NE M CUNDY • ROSE KCUNDY • LOUIS E CUNEO • A N N E M C U N IC • J IL L J 344 CUMMINGS • CAYCE CUMMINGS • CLIVE A CUMMINGS • CORNELIA CUM MINGS • JEANETTE E CUMMINGS • JOHN BCUMMINGS*JOHNC CUMMINGS • KEVIN F CUMMINGS • KR WCUNICO • BARBARA A CUNNINGHAM • BARRETT C CUNNINGHAM • BRETT M CUNNINGHAM • CHAD F CUNNINGHAM • CLARISSA B CUNNINGHAM • CYNTHIA L CUNNINGHAM • 345

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Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER EIGHTEEN / OLYMPIC VILLAGES

competition events were also distributed to A courier service provided hand-carried The non-Muslim religious centers were open station. The polyclinic handled all emergency NOCs and athletes. (For more information on local delivery of documents and small parcels. daily from 0800 to 2300 from 6 July through 6 care procedures. All individuals with serious this subject, see the Ticket Sales chapter.) The couriers used golf carts in the Village and August except for special services as noted. The medical conditions occurring in the Village bicycles outside the Village. Muslim prayer center was open during daily were stabilized at the polyclinic, then trans­ The Marketplace United Parcel Service (UPS) supplied a fu ll prayer sessions held at 0500, 1200, 1600, 1800, ported to Crawford W. Long Hospital, located The Village marketplace offered a wide vari­ range of packaging and shipping services. In ­ and 2000. On Fridays, the Muslim prayer cen­ approximately 1.5 m i (2.4 km) away. The poly­ ety of goods and services in a protected and fes­ coming parcels were held for residents. UPS ter opened for a two-hour period for the spe­ clinic also conducted gender verification as re­ tive environment. Marketplace vendors oper­ also sold postage stamps and sorted incom ing cial prayers of this Muslim holy day. A local quired by the IOC. (For more information, see m ail for the NOG Services center. ated daily from 0800 until 2300 during the leader was selected by the Atlanta M uslim the Medical Services chapter.) Games, and were carefully selected to provide NationsBank opened a banking branch in community to lead the Friday prayers and The sports medicine center provided physi­ the highest quality at an affordable cost. The the marketplace, which provided currency ex­ meditation. cal therapy and athletic training facilities. This building, which normally housed a student change, safe-deposit boxes, checking accounts, The Roman Catholic worship center was facility was consistently utilized by athletes vendor accounts, and all other regular banking bookstore and other small retail operations, lent open from 0800 to 2300 to allow access to the during their stay in the Village. itself well to the shopping center atmosphere. functions. It also sold O lym pic commemorative Blessed Sacrament Chapel. A resident Roman Because visitors, guests, media, and staff A 12,000 sq ft (1,116 sq m) department coins. The branch operated from 0900 until Catholic priest provided primary supervision had lim ited access to the polyclinic, a separate 2100 every day. After hours, customers could store sold Centennial Olym pic Games souvenir of the chapel. Mass was said each day at 0730 first-aid facility was provided in the interna­ use an automated teller machine and a night merchandise, as well as health and beauty aids, and 1730, as well as at 1100 on Sundays, led tional zone. Additionally, American Red Cross depository. sundries, and electronics. The department by either the resident priest or a priest serving first-responder teams covered the international store housed an international newsstand, as a volunteer chaplain. A priest was available zone, providing people w ith medical assistance Religious Centers where residents could find daily and weekly for confession before Mass on Saturday as needed. newspapers and magazines from around the Meeting the religious needs of athletes and evenings, before all three Sunday Masses, and world and books in many languages. Dry the Olympic Family is an important aspect of at other times, as needed. Information Stations the Olym pic Games. In 1991, AGOG formed cleaning, laundry, clothing alterations, and No special services were scheduled for the The Olympic Village provided five informa­ the Interfaith Advisory Group (lAG), which shoe repair were available in various sections Buddhist and Hindu meditation rooms, which tion stations designed to answer questions consisted of local leaders of various religions. o f the department store. remained open from 0800 to 2300. Jewish and distribute information, including compe­ The lAG held discussions w ith representatives A preexisting hair salon provided free hair­ Shabbat services were held on three Fridays at tition and shuttle schedules, daily results pub­ of each faith group to determine requirements cuts to Village residents. Services also included 1830. A Protestant Bible study was held each lications, flyers about Village events and enter­ for scheduling, special fixtures, furniture, and manicures, pedicures, hair coloring, and per­ night at 2130, and services were held each tainment, and the Daily Olympian newspaper. equipment. Two existing student religious cen­ manent waves and relaxers. Sunday at 0830. Eastern Orthodox Christians Atlanta maps and guides were also available, Eastman Kodak Company provided a full- ters on the Georgia Tech campus were used. scheduled their worship service at 0700 on and all stations were equipped with at least service photo shop that sold film , cameras, (For more information on the lAG, see the External Sunday mornings. A ll guests presiding over one Info'96 terminal. These kiosks were used camera equipment, and supplies, and offered Relations chapter.) prayer and worship services were escorted by extensively by Village residents, guests, and one-hour film processing. The primary center provided space for Village staff. even staff. Although most questions asked A travel agency provided ticketing services Hindu and Buddhist meditation and a m ulti­ Volunteer chaplains, representing Protestant, concerned the Villages, information clerks and booked travel excursions. It also sold tickets purpose space for Protestant Christians, East­ Catholic, Jewish, Islamic, Buddhist, Eastern Or­ often found themselves called upon to solve to local attractions and entertainment events. ern Orthodox Christians, Jews, and other faith thodox, and Hindu faiths, committed to eight- minor problems as well. AT&T provided a 24-hour communications groups as requested. This center also provided hour shifts between 6 July and 6 August. Chap­ center, w hich offered assisted international a lounge for watching television, conversing, lains were given specific assignments in the Sa te llite O l y m p ic V illages long-distance telephone service, prepaid call­ and relaxing. Compact discs and players were religious centers or elsewhere in the Village. ing cards, facsimile service, data terminals, and available, and a variety of reading material was Assignments were rotated, and volunteers se­ Planning for the Villages outside Atlanta began electronic messaging. The area featured several provided. A second religious center provided lected as chaplains of the day ensured all areas three years prior to the Games w ith the selec­ calling stations and some private booths. space for Muslim and Roman Catholic prayer were adequately staffed. During Village opera­ tion of other host cities. Local organizing com­ and worship services. These religious centers tion, 3,775 visitors came to the religious centers. mittees (LOCs) in each of the eight satellite required little modification other than a di­ vider in the M uslim prayer area to separate Medical Services men and women as required by Islamic law. Village medical facilities consisted of a poly­ clinic, sports medicine center, and a first-aid

DENA CUNNINGHAM* EDWARD CUNNINGHAM «HERBERT F CUNNINGHAM* JACK P CUNNINGHAM* JUAN K CUNNINGHAM «JUDYCCUNNINGHAM* KATIE A CUNNINGHAM * K? M *V^P ùy n E * LIND* KELLY M CUNNINGHAM * KEVIN J CUNNINGHAM * KIM A CUNNINGHAM • LOUIS CUNNINGHAM «DAVID W, ARCHER * D o u g B. BOWLES * PATRICIA A. CLARK-EVANS * MARK C. COLLETT « WiLUAM P. c * ALEXANOErVmnn1i!.?h^'* ®RDWN * VVa o e S. CADLe JR. * BRUCE W. CooK * STEVE R. COUNCIL * ROBERTA. DICKINSON * N l LA R. GARCIA * LAURA K. G e ttlg r * DAVI PAUL ALEXAN DER CUNNING HAM «PAUL n o l d . Da v i d D I" I nÊiT' *■ p■ T'Aji- a u l rrs CLMjnMfviu n n in g h a m • •robertrcunningham H C -iotH I fC mUINMKNCdMAM • • s S Aa mM Uue E lL w w CLUu n IN n i nivi g MUi h a m ri>Mvi • •ss Ma r itM a h n ulcunningham L u n n N irN u riM M • » t e IE r rM y K Ïc LUiNfNir>»i3HAMu n n i n g h a m • a • lA i s L o IS n O j N c J u C n n U o N l N d O L • O------• C A R O LY Nc Su n 3 4 6 C. THORNTON * JODI R. FLEISHER * A.D. FRAZIER JR. * CASSANDRA HENNING * JOAN LAWLESS * WALTER A. SAUNDERS * B.SHARRON SMITH * KAY Y. WALLACE * EVERETT H. WILCOX jR . * GEOFK *'*-Jt.;CRUIVN01n*l _ l-«klAk-Y^imA-lA^ . ^J*<*A-Y-|-«T-RARH|TP«kY~l*AL^ fVAAAlIP*!i ^ . T__ i^ l u n NOLD»SUSANRCUNNOLD*GEMMAR CUOMO • ISAAC S CUPIL • FUAD CURCIC • SCOTT MCURCIO«SAMUELJCURE* DARREN E CURETON • DEBORAH A CURETON • 3 4 7

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Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER EIGHTEEN / OLYMPIC VILLAGES

cities supported and organized the Games at transported to the Savannah accreditation cen­ Ocoee (Cleveland, Tennessee) Canoe/Kayak- and exterior walkways. All accommodations the local level. ter, and from there, shuttled to the Savannah Slalom Village. Lee College provided the satel­ were air-conditioned, dormitory-style, double­ Village. Athletes and officials residing at the lite Village location for the 201 athletes and of­ occupancy rooms with shared bathrooms. The Management Structure Ocoee, Columbus, and Athens Villages arrived ficials participating in the canoe/kayak-slalom Village housed 160 athletes and officials from Satellite Villages had organizational struc­ at Hartsfield Atlanta International Airport and competition. Participants represented 29 NOCs. 23 competing NOCs. tures similar to that of the Atlanta Village, but were accredited at the AWC. Ocoee and The com petition venue, located on the Ocoee Athlete and NOC services were located on on a much smaller scale. Directors of satellite Columbus residents were transported by bus to River, was 25 m i (40 km) from the Cleveland the ground floor of the residence hall, with ad­ Villages joined the ACOG team one year before their respective Villages. Athens participants Village. A shuttle bus system transported ath­ ditional lounges and facilities on the upper the Games to organize, plan, and work with resided in the Atlanta Olympic Village until 29 letes and officials to the com petition site. floors. A dining facilify in the same building the LOCs. A ll operational control was under July, when they were transported by bus to the The Village at Lee College consisted of six provided food service to residents. the supervision of these directors. They served Athens Village. Football athletes and officials buildings, including four residential buildings The UGA campus also hosted indoor volley­ as the primary contacts with all other ACOG in the Washington, Orlando, Miami, and Birm­ of both apartments and residence hall accom­ ball preliminaries and football medal-round functional areas, including Financial Services, ingham Villages flew directly to airports in modations. Food service was available in the competitions. The Athens Village served as a F ig u r e 4; Logistics, Sports, Transportation, and Venue those cities and were accredited at the compe­ college dining facility adjacent to the athlete dining, resting, and relaxing site, or day vil­ O p e r a t in g D a t e s o f Management. tition venues. They were transported by bus housing. The international zone included a lage, for these tw o sports. S a t e l l it e V il l a g e s The directors reported to ACOG's director of from these venues to their respective Villages. modern recreation building that housed a Washington, DC, Football Village. The Savannah Village satellite Villages, who was responsible for plan­ An ACOG bus system ran daily between the small gymnasium, indoor practice courts, exer­ Washington Olym pic Village was located at 6 July-4 August ning, contracting, developing, and coordinat­ Atlanta Village and the Ocoee, Columbus, and cise/fitness rooms, television and game rooms, Mount Vernon College, 20 mi (32 km) from Ocoee (Cleveland) Village ing the satellite Villages, as well as training Athens Villages for athletes and officials. Resi­ and lounges. the competition venue, Robert F. Kennedy 6 July-31 July their directors. In each of the Villages, the key dents of Villages in Savannah, Columbus, Columbus, Georgia, Softball Village. Fort Memorial Stadium. Athletes and officials trav­ Columbus Village staff members reporting to the satellite Village Athens, and Cleveland were transported to and Benning, a US m ilitary installation located eled to and from the stadium on team buses. 11 July-2 August director included managers for NOG and ath­ from Atlanta to participate in the Opening near Columbus, provided the satellite Village The Washington Village consisted of 10 build­ Athens Village lete services, operations, logistics, adm inistra­ Ceremony on 19 July. Residents of the football for 170 softball athletes and officials from ings, 5 of which contained apartment and resi­ 29 July-4 August tion, and security. Villages participated in opening ceremonies eight NOCs. Competition was held at Golden dence hall-style accommodations, while the Washington, DC, Village held in their respective cities. (For operating Park, located 6 mi (10 km) from the Village, other 5 provided space for athlete and NOC 13 July-28 July Operations dates o f satellite Villages, see Figure 4.) w ith a shuttle system of team buses providing services, lounges, and entertainm ent and recre­ Orlando Village All athlete housing in the satellite Villages Savannah, Georgia, Yachting Village. Lo­ transportation. ational activities. Food service was provided in 10 July-28 July was air-conditioned. Food service was consistent cated at the Savannah Marriott Hotel on the The Columbus Village consisted of one three- the college's dining facility. South Florida (Miami) Village w ith Olympic standards at all Villages, offering banks of the Savannah River in the city's his­ story residential building. All rooms were single­ Orlando, Florida, Football Village. The 6 July-31 July 24-hour dining adjacent to housing areas and toric district, the yachting Village housed 682 occupancy, furnished w ith a double bed and University of Central Florida in Orlando hosted Birmingham Village providing boxed lunch service. Like the Atlanta athletes and officials representing 76 NOCs. All bathroom w ith shower. Athlete and NOC ser­ a Village for football athletes and officials that 13 July-31 July Olympic Village, recreation services for satellite accommodations were hotel rooms furnished vices were located on the building's ground floor, was 20 m i (32 km) from the com petition Village residents included a coffee house and with two beds, a bathroom, television, and tele­ and lounges were available on the upper floors. venue, the Florida Citrus Bowl. dance club, television and game rooms, a hair phone. Savannah Village residents also had use Athens, Georgia, Rhythmic Gymnastics Vil­ The Orlando Village consisted of eight build­ salon, cinema, telephone calling card center, of a fitness training facility and an outdoor pool. lage. The University of Georgia (UGA) served ings, which included five resident housing postal center, and shop for souvenirs and sun­ The Olympic Marina, located at Turner's as the satellite Village for athletes and officials units w ith 12 apartments each. Other buildings dries. Religious services were also available, as Creek on W ilm ington Island, was approxi­ participating in rhythmic gymnastics in housed athlete and NOC services, lounges, and was a variety of types of live entertainment. mately 12 mi (19 km) from the Savannah Vil­ Athens. C om petition was held at the UGA entertainment and recreational activities. Resi­ Arrival and accreditation procedures dif­ lage. An ACOG shuttle system of buses and Coliseum, .2 mi (.3 km) from the satellite Vil­ dents could dine in an air-conditioned tented fered slightly for each satellite Village. Yacht­ other vehicles transported athletes and officials lage. An ACOG shuttle bus transported ath­ facility adjacent to athlete housing. ing athletes and team officials flew directly between the marina site and the Savannah Vil­ letes and officials to and from this site. into the Savannah International Airport, were lage. From the marina, athletes and officials The Athens Village consisted of one college traveled 8 nautical mi (15 km) on water taxis residence building w ith connecting sections to the com petition site, located on the Atlantic Ocean in Wassaw Sound.

MARCELOJ.CURl • Kl MBERLY S CURI NGTON • IVANA CURKOVIC • CAM MA CURLE • JACKIE W CURLEW • CLAI RE M CURLEY • DEBBIE CURLEY • MARY-ELLIN CURNYN • CUGENE JO ^P H _ LYNNf ‘1 o d S V -^°^N '^ CURRY . KATHRYN SCURRY • LINDA CURRY • MARGIE G CURRY • MARIS A CURRY • ORRICK K CURRY • JAMES E CURRY IV HAYWOOD CURRY JR •. BARBARA CURRY SMITH • CUF?Ti

Source : Bibliothèque du CIO / IOC Library South Florida (Miami) Football Village. The recommendations that follow will help NOVA Southeastern University, located in Fort future organizing committees plan an Olympic Lauderdale, Florida, provided the South Florida Village. satellite Village location for athletes and offi­ cials participating in the preliminary and quar­ Village Facilities and Layout terfinal rounds of football competition. The ■ Use facilities over which the organizing campus is located 29 mi (47 km) from the committee has exclusive control for all Villages. competition venue, the Orange Bowl. ■ Use multilevel parking structures as on­ The South Florida Village was housed in one site warehouses. four-story residential building. Athlete and NOC ■ Divide the Village residential areas into services were located on the first floor, w ith ad­ zones which are clearly demarcated using a di­ ditional lounges and facilities on the upper rectional system of a universal language such floors. An adjacent air-conditioned tented din­ as colors, numbers, and pictograms. ing facility housed the food service operation. ■ Place all entertainm ent and recreation ac­ aOPENING AND CLOSING CEREMONIES Birmingham, Alabama, Football Village. tivities in one zone of the Village. Birmingham Southern College hosted a satel­ lite Village for football athletes and officials lo­ Village Operations cated .6 mi (1 km) from the competition ■ Alert all functional areas to the fact that venue. Legion Field. the starting date of operations for the Villages The Birmingham Village consisted of five is earlier than that of other venues. buildings on the southern area of the campus. ■ Maintain good communication with all Three residential buildings contained double­ law enforcement and security organizations occupancy and air-conditioned apartments and Village departments. and residence hall accommodations. All rooms ■ Install a lockable storage space, such as a were double occupancy and air-conditioned. wardrobe or safe. In each residential room to Other buildings housed athlete and NOC ser­ decrease opp ortu nity for theft. vices, lounges, entertainment, and recreational ■ Install multiline telephones with voice activities. An adjacent tent provided dining mail capabilities. services to residents. ■ Link all computers via a local area net­ work between the Village and any remote venues with Village functions. C o n c l u s io n s a n d R ecommendations ■ For housing allotment, complete informa­ The Olympic Villages were conceived and de­ tio n should be obtained from NOC Services signed to provide all necessary services athletes concerning each NOC, including type of gov­ might need during their stay and enhance ernment, political issues, religion, culture, and their performance at the Games. The depart­ current affairs. Design a housing allotment m ent was com m itted to supplying a secure, tracking system that can identify whether or relaxed, and comfortable environment with not an NOC has arrived. A building occupancy l\ / air-conditioned accommodations, training report that shows which rooms are occupied sites, cafeterias, and m ultiple entertainm ent and who is occupying them is also helpful. facilities in order to promote international ■ Hire a reception manager at least one year friendships and a feeling of camaraderie. prior to the Games to begin the coordination In addition to planning the Villages, exten­ of NOC Services, Sports Inscriptions, Accredita­ ti4.it! r.Ti-i sive communication took place with the NOCs tion, and Transportation. Having a sufficient prior to and during the Games. Extensive com­ number of trained staff for reception is also munication with all NOCs prior to the Games imperative. Operate all reception functions is essential to the success of an Olympic V il­ w ith the same service hours. lage program. ■ Rotate menus frequently in the athlete dining facilities.

|r"‘ ' ■ ’ ■

Atlanta 1996,

(-AROiYfsj R CUSHING • LAURA ACUSHING • CHRISTINE M CUSHMAN • JOY N CUSHMAN • ROBERT ACUSHMAN • JAN L CUSIM ANO • ISABELLE CUSSON ♦ DANIEL S CUSTER • LANE C CUSTER • M ILI/^ C U S T O o f i^ M ARK C C J t BIRTH t c H l R Y L i c S T C H I N • ER IC A C U T IL L O • C H R IS J C U TLE R . C H R IS T O P H E R A C U TL E R • GALE K C U TL E R - M iC H E l^ E B C U TL E R - M IN D Y M C U T ­ 350 LER • JESSICA LYNN CUTRIGHT • DOUG B CUTTER • HOWARD D CUTTER • BETTIE-JANE CUTTS • DARRELL D CUTTS • R. MATTHEW CUTTS • STEVE R. COUNCIL • LORENE CUYLER • NANCY A CVETAN ^ y * f m f f l.

Source : Bibliothèque du CIO / IOC Library I I

CHAPTER NINETEEN OPENING AND CLOSING CEREMONIES

of State, performance of the Olympic hymn, entered the Closing Ceremony en masse, w ith­ and release of doves of peace. Subsequent out formal distinction of national identity or Games saw the addition of fhe IOC president's degree of athletic success. The athletes have au­ speech, the Olym pic flag arrival, the athletes' thenticated this symbolism by claiming the C h a p t e r N in e t e e n and judges' oaths, the Olympic flame lighting, Closing Ceremony stage for a truly interna­ and the Torch Relay to fhe stadium. The sym­ tional party. O p e n in g a n d C l o s in g bols of the Olympic Games thus attained the prestige and prominence to begin the days of O rganization C e r e m o n ie s the world's finest sports competitions properly. While expressions of local culture were pre­ While ACOG mandated that the ceremonies sent in fhe earliest modern Olympic cere­ must use as much local talent as possible, it monies, the Games of 1932 and 1936 intro­ was felt that creative direction could come VERVIEW— There were no scripts, no fa­ Games, the American South, international duced more elaborate music, dance, and O p e n in g a n d C l o s in g Omous actors, no familiar story lines upon youth, and the 10,500 athletes who gathered pageantry. Such cultural elements have be­ C e r e m o n ie s which to base the productions. There was only in Atlanta to represent their countries. come increasingly prominent, as has the sig­ E m p l o y e e s the certainty that the Opening and Closing nificance of the ceremony itself. Historical Background Ceremonies of the Centennial Olym pic Games Closing Ceremony. Erom the 1896 Games in Date Staff Number would have to communicate with and inspire From the first modern Olympic Games in Athens to the 1928 Games in Amsterdam, the M ay 1994 1 the 85,000 attendees, as well as an interna­ Athens, official Opening and Closing Cere­ Olympic Games Closing Ceremony focused on Janu ary 1996 3 tional broadcast audience of 3.5 billion. A pro­ monies have been a critical part of the the distribution of prizes—medals, diplomas, J u ly 1996 3 duction that would fill an expanse equivalent Olym pic Games, and today they are consid­ and special trophies—to victorious athletes. Dur­ to four football fields had to be created that ered among the Games' most significant ing this period, individual victory ceremonies Note: These staff numbers do not would be simultaneously spectacular and dy­ events. The ceremonies draw an enormous were not conducted after each competition. include DMP contract, VIK, and volunteer personnel. namic, yet intimate and meaningful. television audience—especially the Opening During the O lym pic Games held in the Presenting a program for a worldwide audi­ Ceremony, which attracts billions of viewers 1930s, Closing Ceremony activities and tradi­ ence is a challenge every organizing committee and has become the single greatest concentra­ tions assumed the format familiar today. Vic­ faces. Aflanta had the added responsibility of tion of global attention for peacetime events tory ceremonies held to award medals after celebrating the Games' centennial without sac­ in human history. each competition, in the same place and before rificing the city's and country's expectations of Opening Ceremony. A ll Games, except those the same audience that had witnessed their offering the world a new perspective on the of the II and III Olympiads in 1900 and 1904— athletic performances, began during this epoch. American South. AGOG readily defined three held in conjunction with the Universal Parks As a result, the Closing Ceremony was at themes that would provide a basis for all the Exposition in Paris and the Louisiana Purchase liberty to express the equality and solidarity of from anywhere. In spring 1993, ACOG began a David Goldberg, Don creative development and production plan­ Exposition in St. Louis—have staged formal the Olympic Family. The Closing Ceremony is worldwide search for a production company to Mischer, Billy Payne, and ning that would follow: Opening Ceremonies. now a time for the warmest social interaction, develop and stage the ceremonies. A 14-mem­ former Atlanta mayor Maynard Jackson ■ representing the American South, especially Each Opening Ceremony is comprised of as it celebrates fhe capacify for human friend­ ber ACOG selection committee conducted a -2 commemorate the Georgia; official protocol segments, which are closely ship across cultural and political boundaries, In October 1993, ACOG selected Emmy announcement of the ■ celebrating the centennial of the modern supervised by the IOC, and artistic or cultural which has been tested and proven throughout award-winning Don Mischer Productions company selected to Olym pic Games; and performance segments, which are largely a the Games. The artistic segments became mag­ (DMP), a Los Angeles creative firm, and a con­ produce Opening and ■ celebrating youth. product of the creativity and initiative of each ical and evocative, but also lighthearted, hu­ tract was executed in May 1994. DMP formed Closing Ceremonies. Fulfilling the mission to portray these organizing committee. morous, and even carnivalesque. a Georgia-based subsidiary. Centennial Events, themes required a massive creative and logisti­ In 1896, the protocol segments included the In recent decades, fhe most important inno­ Inc. (CEI), to stage the production. The com­ cal endeavor. AGOG gathered the world's most formal welcome of the head of state into the vations to the ceremony's protocol segments pany's president, Don Mischer, a 12-time talented artists in many disparate fields, and stadium, the host country anthem and flag have contributed to the themes of international Emmy award-winning creative producer/direc­ together they created a spectacular, unforget­ raising, a parade of national athletic delega­ solidarity and joyous festivity. Beginning with tor, served as executive producer and director table tribute to the Centennial Olympic tions, a speech by the organizing committee the 1956 Melbourne Games, athletes have president, the formal declaration of the open­ ing of the Games by the host country's head

RAYMOND TCWIKOWSKI •JOHN ECXYPOLISKI • KATHERINE D CXYPOLISKI ♦ KIMBERLY A CYGANIK RN • MELINDA R CYLAR • STEVE TCYLC • ANN T CYLINDER • INNA CYMLtCH JANSE • TADEUSZ 3 5 2 JK O W SK I • M ATTH EW C Z A R IC K • R O N A LD C C 2A R N IA K • B R AD FO R D R C ZE R WO N KY • A N D R ZE J CZOPEK • ROBERTA. DICKINSON «RANDY M D A M U R A • R O LD AO N DA SILVA • A N N M D A AN E • H ES HAM I» BE r 'lI ^ DADSON • REBECCA L DADY • ISABELLE DAFE • LORETTA J DAFFRON • FLAMINIA DAFRE BAiNO • CLAIRE A DABSAS • BETTY L DABNEY • CHERYL 8 DABNEY • FAITH DABNEY • HEATHER E DABNEY • MARK F DABNEY • MELVIN C DACE • ALBERT DACOSTA • ANNE T DACOSTA • ROBERT J DACOSIA f^AHLING . 1-0. * '^ARLAN A DAHL • JACKC DAHL • RITA K DAHL • ARLENE M DAHL8ERG • GEORGE S DAHLBERG • HJORDIS E I "'Ua • CRAIG A D A H L O U '1ST = "^ . CARL E DAHLSTROM • REBECCA...... LDAHM • LIANG-YU...... DAI • ...... DEBRA...... A DAIGLE • MARGARET...... S DAIGLE...... • MARK A DAIGLE PM • MARIAN C DAIGLER • NANCYW DAILN 3 5 3

Source : Bibliothèque du CIO / IOC Library ^ :

ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER NINETEEN / OPENING AND CLOSING CEREMONIES

of the Opening and Closing Ceremonies. The ■ Creative development would be a collabo­ ner in which the Opening and Glosing Gere- program, highlighted by a dramatic portrayal Fig u r e 1: company's vice president of production, David rative process between DMP and AGOG. monies would reflect the local community. of the ancient Games. To ensure accuracy in the C r e a t iv e a n d Goldberg, a 14-year veteran of the ABC televi­ ■ The directors of the production team To overcome perceived and real difficulties that interpretation, DMP researched the traditions of P r o d u c t io n T e a m sion network and three-time Emmy award would report directly to AGOG senior manage­ the producer would face in creating the cere­ the ancient Games and in October 1995 traveled monies, AGOG and DMP devoted the first six Don Mischer winner, served as the producer. ment to ensure that communications between to Olympia and other parts of Greece to verify Executive producer In early 1994, DMP assembled a team of pro­ the two parties would be clear and timely. months of their contract to local research. Mis­ and further develop these concepts. and director fessionals with backgrounds in theater, music ■ All creative elements would be kept ex­ cher and key members of his team made more Other accolades to the centennial of the David J. Goldberg than a dozen trips to Atlanta to familiarize O lym pic Games included a tribute to the Producer videos, performance art, motion pictures, con­ tremely secret to maximize public anticipation themselves with the landscape and to interview founder of the modern Olym pic Games, Pierre Peter Minshall cert tours, and large-scale stadium events to di­ and response to the ceremonies. Artistic director, rect the various aspects of production. The During the first year of researching and as- local historians, area residents, and leaders of de Goubertin; a tribute to previous host cities production costume i sembling the key members of the production the civic, civil rights, arts, and business com­ of the Olym pic Games; and a tribute to athletes designer team included Peter Minshall, an acclaimed staff, the creative team held a series of meet­ munities. These interviews proved invaluable. who had achieved great success during the one Kenny Ortega artist famous for his dancing mobiles, as artistic Artistic director, special director of costume design; Kenny Ortega, di­ ings with AGOG senior staff in Savannah, New Mischer gained important insight into the hundred years of the modern Olympiad. staging and choreographer rector and choreographer of feature-length Orleans, and Los Angeles. After the themes spirit of Atlanta and the South and Into At­ Judy Chabola Celebration of Youth films, theater, television, music videos, and and elements were finalized, the creative team lantans' hopes and fears concerning the cere­ Staging director and choreographer concert tours, as artistic director for special began to engage the production staff and to monies. Atlantans had the genuine opportunity From its inception, AGOG intended to cele­ Bob Keene staging and choreography; Judy Chabola, with hold biweekly internal staff meetings in Los to contribute and respond to ideas for the cere­ brate young people for their contributions to Production designer her background in staging, directing, and Angeles as well as week-long creative sessions monies before any were formally developed. the Olym pic Movement and because the legacy Mark Watters choreographing international special events, as w ith the entire staff in Los Angeles, Atlanta, It was especially im portant to AGOG that the of the Olympic Spirit truly belongs to the future Music director and South be portrayed appropriately in the Open­ composer the staging director and choreographer; Mark and Montreal. At the first of these meetings, they represent. DMP developed many creative ing Geremony, since it would introduce the re­ Harold Wheeler Watters, an award-winning composer, conduc­ held in Los Angeles in June 1994, they dis­ concepts that included youth participation and Special music consultant tor, and arranger of both popular and classical cussed the protocol elements, the three gion's people, history, culture, and traditions to that depicted the enthusiasm of youth. and composer music, as the music director; Bob Keene, w ith themes, and how the various people involved many people around the world. The challenge Two of the most im portant of these segments Bob Dickinson was to portray the culture and diversity of the were the youthful, energetic Welcoming of the Lighting designer his extensive experience in set design, as the would work as a team. At this meeting, ideas South in a manner that would accurately reflect World to Atlanta segment in the Opening Gere­ Steve Bass production designer; and Bob Dickinson, light­ were conceived and discussed w ith o u t regard Art director ing designer and a nine-time Emmy and three­ to budget or logistics. Another significant its history and truly display its beauty. mony, and the Sport as Art segment designed to Todd Gulick time Ace Award winner. M any of these key meeting occurred the following September at It was ultimately decided to create a very entertain the athletes in the Glosing Geremony. Associate artistic director members of the creative team had worked on the Amateur Athletic Association in Los Ange­ youthful, high-energy segment welcoming the Sport as Art featured a demonstration of the Michael Cotton les, where the team surrounded Itself with world to Atlanta, contrasted with a peaceful, skill and beauty of extreme sports—skateboard­ Associate artistic director the Opening and Closing Ceremonies of previ­ and costume designer ous Games. Selected as creative consultants Olympic memorabilia to inspire the creative lush, pastoral evening in the South. As on ing, in-line skating, and mountain biking— Tom Park were Cirque de Solell's founding president, Guy process. M any meetings were held w ith AGOG many such evenings, and as an important ele­ combined with daring stunts. In addition, Executive in charge Laliberte, and vice president of creation, Gilles senior management to discuss creative direc­ ment of the history of the South, a storm trained and uniformed youths were stationed in of production Ste-Croix. The DMP ceremonies creative staff tion. During these sessions, the concepts in tro ­ comes but is followed by a w onderful rebirth every section to encourage audience participa­ Christa Bartels at dawn. The costumes and music were per­ Associate designer, eventually grew to 175. (For a list o f the creative duced were rejected, accepted, enhanced, or tion during both ceremonies. costume structures and production team, see Figure 1.) further refined. haps the most important elements In depicting top: Constructing the Greek Protocol Garland W. Riddle Throughout this process, the team sought this southern theme, enhanced by a traditional temple made of fabric and Costume supervisor ways to portray the three themes of the cere­ southern sunflower distributed to each mem­ The DMP creative team placed great empha­ columns for the Opening rea tive e v e lo p m e n t Collin Buries C D Ceremony Tradition of the monies both individually and in such a way ber of the audience. sis on producing a magnificent, dramatic, and Associate choreographer Games segment required Ana Dominguez From the outset, AGOG and DMP agreed on I that they would culminate in a powerful entertaining program that also honored the Centennial of the Modern Games extensive rehearsal. Associate choreographer three important policies that drove the cre­ j global statement—that Atlanta was calling all traditional protocol elements of the Olympic Doug Jack ative process and shaped the ceremonies' de­ Î the nations of the w orld to gather for the Gen- Many possible concepts and elements were Charter and the US. These included the bottom: Rehearsal tim e In Associate choreographer velopment. tennial Olym pic Games. considered for honoring the centennial of the Olympic Stadium for the Ed Greene Games and their ancient heritage. It was decided Closing Ceremony was Production sound designer Cultural Diversity of the South to include centennial tributes throughout the limited to one short session. Patrick Baltzell Stadium sound designer AGOG, like every host committee, was sensi­ Guy Laliberte tive to regional anxieties concerning the man­ Creative consultant, Cirque du Soleil Gilles Ste-CroIx Creative consultant, Cirque du Soleil Dr. David Morrow Choral director

CASSANDRA M DAILEY* FELICIA FDAlLEY*GEORGEJ DAILEY* KRISTIN M DAILEY* FRANCIS W DAILY* KERRI B DAILY •YASM INZDAIRKEE.RORICDAJAO. NENAD DAKiC • JOHN T DAKIN • JOR g • JILL M DALLAVO • CARLENE DALLEY • DEBORA C DALLEY • GHASSAN F DALLOUL • GHASSAN F DALLOUL . MAYF DALLOUL ■ MARTHA W DALLUGE ■ M DALZOTTO • RiNKYH DALAL* BONNIE DALAND * PETER DALAND * CHARLES H DALE * DONNA G DALE * FAY I DALE • JOHN W DALE • MAE O DALE * PETER R DALE • ROBERTA M DALE ‘ RUSSELL ^ 354 * CHARLES A DALEY * DENISE J DALEY * DONALD DALEY • JACK DALEY • PAUL K DALEY • ROBERT M DALEY • NIKITA E DALLARIS * ANTHONY V DALLAS • BENITA A DALLAS • DARVIN D DALL 355

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER NINETEEN / OPENING AND CLOSING CEREMONIES

Olympic flag and anthem, the US national an­ approximately 2100, the Greek delegation was positioned on the field by 650 field marshals. I One im portant technical aspect was estab- them, the entrance ot the president ot the US, asked to begin the move to Olym pic Stadium. The marshals then stood hand-in-hand around I lishing the start and end times tor each cere- and the lighting ot the Olympic flame. To con­ One by one, the other countries were called in the perimeter ot the infield to ensure that the I mony, which were determined in consultation tinue and yet add great emphasis to two other alphabetical order. When their turn came, the athletes would not overflow onto the track with ACOG, the lOG, Atlanta Olympic Broad­ traditional protocol segments, DMP enhanced athletes ot each nation crossed between the area. For the first time, the protocol stage was casting (AOB), and NBC. W ith an on-air tim e ot the release ot the doves ot peace and the pa­ stadia following their national flag and a plac­ positioned in the center ot the field sur­ 2000 eastern standard time tor both the Open- rade ot participants. The release ot doves was ard bearing their country's name. Television rounded by the athletes. In the past, this stage I ing and Closing Ceremonies, the lack ot day- creatively depicted by having youths fly dove monitors were positioned along the route so was placed just inside the track closest to the I light quickly became an important issue. The- kites over the heads ot the athletes gathered the athletes could continue to watch the cere­ presidential box. ^ atrical lighting would be required tor virtually on the field. m ony as they proceeded. Volunteers assisted During the Closing Ceremony, the placard the entirety ot each ceremony. Though costly, Parade o f Participants. The parade ot par­ the athletes and officials in positioning them­ carrier and flag bearer entered the stadium as this allowed ACOG and DMP to make creative ticipants has become one ot the most impor­ selves in lines eight abreast in preparation tor part of a formal parade, and all the athletes use ot available daylight while maximizing the tant aspects ot the ceremonies. In the Opening their entrance. were invited to enter en masse, as friends dramatic effects ot theatrical lighting. Ceremony, the athletes traditionally parade There were challenges in trying to maintain rather than competitors or representatives ot The magnitude and importance ot the cere­ into the stadium in formal dress, following an orderly procession between stadia. The ath­ their nations, to celebrate the closing ot the monies required full coordination and support their national banners, demonstrating tor the letes were justifiably excited and enjoying the Games together. from most ACOG functional areas, especially w orld the magnitude and scope ot the moment, and stern demands tor their atten­ Accommodations, Marketing/ACOP, Technol­ IOC Approval Olym pic Games. During this assembly the field tio n and proper behavior w ould have lessened ogy, Ticket Sales, and Transportation. To fa cili­ resembled a giant patchwork quilt, each nation this important experience tor them. The physi­ The first presentation ot creative elements to tate this coordination, ACOG provided an in­ distinct but joined together during those tew cal structure ot the Atlanta-Fulton County Sta­ the IOC Executive Board in Paris in August 1994 ternal ceremonies director and two additional magnificent moments. DMP created an en­ dium, w ith its narrow aisles and stairs, some­ was very well received. Board members empha­ staff members to ensure that DMP's support re­ trance ramp into the stadium to allow all par­ times resulted in an irregular flow ot athletes, sized that the representation ot the ancient quirements were communicated to and sup­ ticipants a view ot the entire stadium and to causing larger gaps than anticipated between Greek Games should be historically accurate. plied by the ACOG functional areas. To facili­ emphasize the entrance ot each nation. countries. Language differences also accounted The final creative plan tor the Opening Cere­ tate contracting, ACOG's ceremonies staff also As an amendment to the host city contract tor some lack ot response to requests tor ath­ mony was presented at the December 1995 IOC assumed responsibility tor leasing space re­ tor the 1996 Games, DMP's plan first required letes to proceed more quickly. Executive Board meeting in Nagano, Japan, and quirements outside the stadium venue, includ­ the approval ot the Athletes Commission and The Greek delegation made its entrance was approved by a positive response. ing the costume facility and audition and re­ the IOC Executive Board. Implementing the over the ramp into Olympic Stadium at ap­ In March 1996, the final Closing Ceremony hearsal halls. parade required detailed plans tor transporta­ proximately 2140 as the orchestra played "Bu­ plan was presented at the IOC Executive Board In addition to these services, DMP coordi­ tion to and seating in the adjacent gler's Dream" by Leo Arnaud. An international meeting in Lausanne, Switzerland. Artists' ren­ nated directly with AOB, Communications, Atlanta-Fulton County Stadium, where the collection ot march music was played tor the derings and original music were presented to Construction, and Creative Services, and athletes would wait before entering Olympic other countries. Delegations proceeded down the Executive Board, which again provided en­ Venue Management. Stadium. Tickets were produced and distrib­ the ramp and circled the track in formation, thusiastic approval. Budgeting uted to each NOC based on Olympic Charter saluting US President Bill Clinton and IOC

rules tor numbers ot athletes from each coun­ President Juan Antonio Samaranch at the ap­ T e c h n ic a l D e v e lo p m e n t One ot the most d ifficu lt aspects ot plan­ try allowed to march. propriate moments. As prescribed by the ning the ceremonies was to develop a realistic The participants began to arrive at the sta­ Olympic Charter, the delegation from the host Technical development began in 1993, when budget. Although ACOG had set a budget, it dium at 1900, and were given time to refresh country, the U nited States ot America, was last DMP reviewed the design ot Olympic Stadium, was virtually impossible to finalize cost re­ and enjoy watching the artistic segments ot to enter. As the US team entered over the and continued throughout the creative plan­ quirements until the plans tor the ceremonies the ceremony on large video monitors. At ramp, the orchestra played "Olympic Fanfare ning phase. By summer 1995, most key cre­ were established and confirmed. and Theme" by John Williams, the theme ot ative elements had been established, and re­ ACOG initially determined its ceremonies the 1984 O lym pic Games in Los Angeles. search and development ot the ceremonies' budget based upon prior Games. Later, DMP After the athletes ot each country had com­ technical aspects intensified. Costume and pleted their walk around the track, they were prop design began at this time, and audition schedules tor recruitm ent ot cast and vo lu n ­ teers were confirmed.

F O A M BA C H • C^ARUD c DAN d e l P i^ic * '{°SEPH WDANAHEY • MISSY DANAS • LINDA M DANAVALL* MICHAEL DANBOM • VICKIES DANCE • REGINALD C DANCiL • MiCHAELJ DANCKERT • W ANTHONY H DANOA • GEORGE CA a d a n g a b OAi I D D'ANDRADE • MARTEN H DANE • SUSAN DANESHGARI • JANICE K DANFORD • MARK W DANFORD • TOM DANFORTH • NGOC-ANH N DANG • ANN O DANGAR • RE8EC- *^AULM DANGEL» LI HONG LD'ANGELO • VICTORIAS D'ANGELO* DALE A D A N G LE R • K A RR IE L D A N H O F • W AYNE P D A N IE L • A LEX D A N IE L • C A R O LE N E D D A N IE L • C H A R L E S M D A N IE L 357 356 ANTOINETTI

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER NINETEEN / OPENING AND CLOSING CEREMONIES

submitted a budget according to the creative and sound design teams became involved in during rehearsals and the show. A parking lot AOB, w ith the exception of two associate d i­ plan that had been developed, which was sig­ the construction of Olympic Stadium. They adjacent to the stadium was equipped with rectors, the head audio engineer, and two cam­ nificantly higher than ACOG's predetermined were able to Incorporate key features, such as large tents to provide additional work space. era operators who maneuvered specialized budget. Through negotiation and compromise additional street access for loading props, long-arm cranes. Venue Management between AGOG and DMP, certain budget in ­ scenery, and performers and an underground The ceremonies were broadcast from an AOB creases were approved, especially for dramatic funnel in the center of the field fo enhance The DMP team began planning its space re­ control room. The directorial team, audio engi­ ligh ting and enhanced sound systems. dramatic entrances for performers. quirements and facilities services w ith ACOG's neer, lighting director, commentator, and sta­ Designers also modified the seating plans. Venue Management Department in fall 1995. dium video screens operated from this control Construction Coordination The northeast corner of Olympic Stadium was As the team would require space for 200 indi­ center. Twenty-six cameras were used—8 on the Ceremonies planners were fortunate that constructed so that it could be removed just viduals, DMP mostly used large rooms with field, 17 positioned around the stadium, and 1 Olympic Stadium was still under construction prior to the ceremony to construct the tempo­ rows of desks. Extra lighting, air-conditioning, in a blimp airship shared with NBC. during the creative planning phase and could rary ramp used for the parade of participants. technology cabling, food and beverage service, DMP coordinated equipment, schedules, and The seating section was replaced in tim e for Don Mischer and David and security had to be provided. Maintenance logistics with the AOB venue broadcast man­ Goldberg incorporated the start of the athletic competitions. The and installation of equipment and access for ager. There were two days of rehearsals w ith the Olympic Stadium design southwest corner was modified to construct a rehearsal groups were coordinated daily with fu ll felevision crew on 13 and 14 July 1996. into the plan and design of temporary ramp for the Centennial Chorus the venue team. the ceremonies. and the Atlanta Symphony Orchestra. A por­ The space utilization of Olympic Stadium Media Relations tion of this ramp stayed in place throughout and Atlanta-Fulton County Stadium proved Though AGOG and DMP aimed to keep the the Games, w hile another p ortion was re­ too restrictive for cast assembly, so DMP coor­ content of the Opening and Closing Ceremonies moved to provide space for photographers. dinated with Transportation to marshall the secret, both realized that local media in particu­ Also, lighting facilities were modified fo ac­ cast at a location more than a mile away and lar would be aggressive in their attempts to un­ commodate theatrical lighting fixtures, sound bus them to Olympic Stadium immediately be­ cover the story, and also recognized the benefit equipment, and other special effects apparatus. fore their entrance at the Opening Ceremony. of seeking publicity in the entertainment trade Some of the modifications adopted were dif­ media for appointments made to the ceremonies Television Production ficu lt to keep secret, such as the athlete's entry team. Working with AGOG Communications, ramp and the tunnel to the center of the field. For the first time in Olympic history, the the media was invited to cover selected audi­ The digging of the tunnel also revealed executive producer of the ceremonies, Don tions, recording sessions, and elements of early drainage problems that required attention. Mischer, was also asked to direct the television rehearsals in Olym pic Stadium. W ith only one Because Olym pic Stadium interior space was coverage for fhe w orld broadcasf. Because of exception, local, national, and international be modified in certain ways to accommodate still in a formative stage while the ceremonies his vast experience in television direction and media cooperated fully with ACOG's ceremony the ceremonies. AGOG senior management were being planned, DMP was able to establish his fa m iliarity w ith every aspect of the show, it press guidelines and appreciated the opportu­ asked DMP to review the design of O lym pic on-site office space and shops to support show was appropriate for him to determine the best nity to document ceremony preparations. Stadium and recommend any changes that production and operations. Two additional fa­ camera angles for conveying the ceremonies to In addition, both broadcast and, for fhe first might be required. After evaluation of the cilities, within the perimeter of the security television viewers around the world. tim e ever, p rin t reporters were given thorough venue, DMP produced a report outlining sev­ fencing surrounding the stadium, housed the Mischer and his directorial team worked briefings prior to each ceremony. After consult­ eral requirements to AGOG Construction, in­ entire wardrobe and costume shops along with closely with the AOB production team. The ing with historians, sociologists, and others in cluding specifications for lighting, sound, elec­ ACOG's ceremonies management offices. This television crew—140 technicians, camera oper­ academia who study the worldwide interpreta­ trical power sources, and access. convenient location provided cast members ators, and support personnel—was provided by tions of Olympic ceremonies, AGOG and DMP Certain requirements would change as the with easy access to fitting and final dressing concluded that international media should be creative process continued. Construction did areas while at the stadium for rehearsals. It assisted in interpreting the artistic portions of not initially alter Its stadium plan, but when also afforded DMP an excellent staging area the ceremonies. In the past, the host broad­ DMP was officially selecfed, its scenic, lighting, casters would receive a broad briefing from the During auditions, choreographers tested the strength and balance of prospective cast members and their ability to manage the large puppets used in the Opening Ceremony.

.CINDYLCANIEI..CORL1SM DANIEL. EDGARDO DANIEL • ELAINE B DANIEL • ELERiE E DANIEL • ELIZABETH A DANIEL • FRANCES N DANIEL-GARY W DANIEL • GAYLE A DANIEL PETER K DANIEL. PETER K DANIEL • REBON L DANIEL • ROBERT O DANIEL • RUTH DANIEL • SAM T DANIEL • TOMMY J DANIEL • TONYA DANIEL • WILLIAM G DANIEL • SHARON n • C H E R Y L A D A N IE L CINDYLDANIEL CORLIB M DAJ-HEL ^ ^ DANIEL • JAMES F DANIEL • JAMES S DANIEL • JANETTE DANIEL ■ “"^lEL • JOHNSO^^^ . • GEORGE F DANIEL • GLORIA W DANIEL • HAYDEE L THONVLDANiEM V o or DANIEL BRYANT • BOBBY H DANIEL II • JAMES R DANIEL JR • LYDIA DANIEL! • BETH M DANIELL • JAMES B DANIELL • KENNETH F DANIELL • ANTHONY DANIELLY • AN- 3 5 8 KAREN H DANIEL • KEITH A DANIEL • KELLY D DA*NIEL • KIMBERLY L DANIEL • LESLIE M DANIEL • LINNIE A DANIEL* LIZ DANIEL • LYNDA Z DANIEL • MARY F DANIEL 3 5 9

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER NINETEEN / OPENING AND CLOSING CEREMONIES

ceremonies producer. For the Centennial cheerleading squads, dance troupes, gymnastic and country composed by Jimmy Jam and thundercloud, puppets, and others. This was a Games, broadcasters received an in-depth teams, and flag corps. A total of 3,216 people Terry Lewis; "Power of the Dream", the popu­ large operation that required work space in I briefing book, complete with storyboards and were auditioned at this time. DMP also audi­ lar theme song of the Games composed by addition to the shops within the stadium, in­ ; useful narratives they could incorporate into tioned several Atlanta high school bands for David Foster and Kenneth "Babyface" Ed­ cluding tents, parking lots, and nearby build­ I their broadcasts. This briefing was held in the the high-stepping band segment. During this monds with lyrics by Linda Thompson; ings. A large labor force from the Atlanta area ' International Broadcast Center two days prior time, the National Cheerleaders Association "Faster, Higher, Stronger", an anthem of en­ was needed to develop and maintain the ; to each ceremony. form ally agreed to recruit, select, and train couragement and inspiration for Olympic ath­ props. Volunteers assisted w ith the final deco­ Print journalists were briefed at the Main cheerleaders for the ceremony. These cheer­ letes composed by Mark Watters w ith lyrics by rations to such items as butterfly wings and Press Center one day prior to each ceremony leaders were selected from throughout the US Lorraine Feather; and "The Flame", a poignant puppets. and received materials similar to those given and were housed outside Atlanta. choral ballad reflecting on the departure of the One of the most difficult props to develop I to broadcasters, but without the storyboards. The second series of auditions, open to indi­ athletes and the extinguishing of the Olympic was the field cover. It was constructed of = Unlike the broadcasters, who always cooper- viduals, was held in February and March 1996. flame composed by John Jarvis with lyrics by durable, heavy canvas to ensure it would re- i ated fully with the host broadcaster, ACOG These auditions focused on recruiting musi­ Joe Henry.

i and DMP realized that print journalists would cians, dancers, audience leaders, and placard Creation of the musical scores began eigh­ report on these briefings. For this reason, bearers. Also, the production staff contacted teen months before the Opening Ceremony. ACOG and DMP allowed selected elements— local elementary schools and auditioned Demo tracks, or scratch tracks, were made to such as facts about the cast and costumes and groups of children who wished to participate. provide directors and choreographers with tim ­ a general outline of the ceremony—to be pub­ During auditions, choreographers tested the ing, tempos, and melodies. In most cases, sev­ lished before the ceremony. These items were strength and balance of prospective cast mem­ eral scratch tracks were made before a musical clearly noted in the front of the Press Guide bers using large puppets similar to those intro­ composition was accepted. that was distributed to print reporters. The re­ duced at the Barcelona Opening Ceremony. Prelim inary recording sessions were held in maining information was embargoed until the San Francisco, Los Angeles, and New York in ceremony began. Without exception, print Music spring 1996. The final and principal recording journalists worldwide honored the embargo. In creating music for the show, the produc­ sessions were held in June 1996 w ith the ers chose composers that would represent a Atlanta Symphony Orchestra. wide range of American musical talent, from Pr o d u c t io n Elem en ts the traditional and highly acclaimed John Props and Costumes Preparations for the staging of the Opening and Williams and major film composers, such as Each member of the creative team had a Closing Ceremonies focused on selecting per­ Basil Poledouris and Michael Kamen, to suc­ role in developing the 87 different kinds of formers, choosing and composing musical selec­ cessful popular music writers. Mark Watters costumes and over 5,000 props that were used. tions, constructing necessary props and cos­ was selected as music director for the Opening DMP's design team submitted numerous tumes, and finalizing all other details to make Ceremony, and was joined by Harold Wheeler costume designs for each segment of the show. Costume production, fitting, and repair took place in a wardrobe shop adjacent to Olympic Stadium. the ceremonies memorable and enjoyable. as co-music director of the Closing Ceremony. The proposed costumes were coordinated Other members of the team were Mickey Hart, within and between segments to create an ef­ main intact, since it was used during all re­ Cast Formation Stephen Taylor, Dr. David Morrow (director, fect of colorful, dramatic emphasis and subtle hearsals. It was also easily removable to ac­ The first auditions for the thousands of cast Morehouse College Glee Club), and Dr. Norma beauty. Eighty-seven different costume designs commodate other activities and regular members who would perform during the Raybon (director, Spelman College Glee Club). were selected and more than 5,000 costumes maintenance of the athletic fields. It was Opening and Closing Ceremonies were held in The composition of new music for the Cen­ created. To facilitate costume production and painted just prior to the Opening Ceremony November 1995 in a high school gymnasium tennial O lym pic Games required much cre­ fitting, a wardrobe shop with a team of tailors for dramatic effect. in Atlanta. These auditions were open only to ative collaboration between DMP and individ­ was assembled in the area adjacent to the sta­ Despite efforts to maintain the grass, the qualified groups in order to facilitate commu­ ual composers. Each piece was developed dium. At the close of each ceremony, volunteer field cover and large cast rehearsals damaged nications and training. DMP, which conducted around a central theme appropriate to a partic­ cast members were allowed to keep their own the auditions, particularly sought talented ular element of the show. Five pieces were costumes as a keepsake of their particiaption in composed especially for the ceremonies: "Sum­ the event. mon the Heroes", an Olympic fanfare with full Two companies were engaged to create and symphonic orchestra composed by John m aintain the m ajor props—the stage, ramps, Williams; "Welcome to the World", a contem­ Greek columns, the Old Man River boat, the porary hip-hop song w ith strains of bluegrass

A total of 5,000 costumes was created for the Opening and Closing Ceremonies.

OARBY s h u ^f • M IC L E N E A . D 'A N T O N IO • M AYER M D A N ZIG • MAYER M D A N ZIG • B E R N IC E H OANZY • MO DAO • D IA N E A D A P O N T E • LO U IS G DA RB Y • SALLY A N N DARBY • C H A R LE S SICAC DARpJeo R DARCEY • MICH ELLE G DARCEY • BETTY ANNE DARCH • DEAN E DARCY • GEORGE W DARDEN • MARILYN J DARDEN • ROBERT K DARDEN M • THERESA L D'ARDENNE • JES- 3 6 0 •^LNSBOURG • CATHERINE M DARGUE • BARBARA L DARIEN • NIKETA B DARJI • WANDA A OARLEY • GENE R DARLING • MATTHEW J DARLING • RITA H DARLING • TRtSH M DARLINGTON •

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING CHAPTER NINETEEN / OPENING AND CLOSING CEREMONIES

the turf, which was completely replaced during ers' stay in Atlanta. In all, 20 star performers prevent h im from running across fhe bridge In fall 1995, technical team members began the six days between the Opening Ceremony enhanced the Opening and Closing Cere­ and ascending the stairs. to make periodic trips to Atlanta to conduct and the first athletics competition. monies of the Atlanta Games. surveys at Olympic Stadium, with thorough Kits and Programs site tests beginning as the entire production Star Performers Final Torchbearers and In collaboration w ith Creative Services and team moved to Atlanta in A pril 1996. For sev­ Cauldron Lighting i From the beginning of the creative process, a graphics design firm, DMP creafed an Open­ eral weeks, intense tests of the shows' mechan­ AGOG and DMP chose to develop the dramatic In early 1996, ACOG and DMP began select­ ing Ceremony gift box for each member of fhe ics, such as m ounting the Greek columns used elements of the ceremonies as an all-inclusive ing final torchbearers to carry the torch in audience. The ceremonies kit, as it is tradition­ in the Tradition of fhe Games segment and fly­ production and to rely on individual perform­ Olym pic Stadium. It is a Games tradition that ally called, contained a colorful 48-page pro­ ing the US Arm y Rangers into the stadium, ers to enhance the show as a whole. In the all such runners are from fhe host country, but gram describing fhe show in English and were conducted. Opening Ceremony, individual performances In celebration of the Olympic Centennial, French and illusfrafing many of the show's ele­ Rehearsals incorporating the m ain body of by musical enterfainers were Interwoven ACOG decided to include a Greek athlete to ments with newly created graphic art. The kit the cast began on 10 May 1996. Rehearsals

I among the artistic segments. In the Closing honor the origins of the modern Olympic also contained a special ceremonies pin, audi­ were scheduled from early morning until mid­ Games. As a result, Evander Holyfield, ence participation props including scarves and night and were held four or more days a week. renowned Olympian from Atlanta, shared the flashlights, and a specially designed Nations­ Sfrlcf rules of attendance and conduct were es­ torch with Greek athlete Voula Patoulidou dur­ Bank debit card. At the Closing Ceremony, au­ tablished from the beginning. Rehearsals were ing one segment. Olympic swimmer Janet dience members were each supplied with a held at two alternate locations. South Atlanta Evans, who represents US athleticism, was also Closing Ceremony program book and a dispos­ High School and Fort G illem Arm y Post, dur­ selected to run a segment. Muhammad Ali, the able Kodak camera. Production of the k it and ing periods when Olympic Stadium was not 1960 Olympic gold medalist in heavyweight program books for fhe Opening and Closing available. These facilities provided easy access boxing, was chosen to be the final torchbearer Ceremonies was managed by Creative Services and excellent security. and to light the Olympic Cauldron. in consultation w ith DMP, and was not in ­ The first rehearsals were held in the school In February 1996, as the cauldron designed cluded in the ceremonies budget. Each k it and gymnasium, where choreographers taught the by Siah Arm ajani was being finished in Hugo, closing book was covered in plastic and placed cast dance steps and movements. After several Minnesota, DMP and ACOG senior manage­ on every seat in Olympic Stadium by volun­ practices, the rehearsal group was transferred ment and the artist met there to conduct a test teers the day before each ceremony. to a field similar in size to the one in Olympic event. (For more information about the design of Stadium, and each cast member was assigned

the cauldron, see the Cultural Olympiad chapter.) T e stin g a n d R ehearsals their position on the field. The basic steps, po­ Four runners from the University of Minnesota sitioning, and movement were built upon at women's track team tested and timed the run­ In early 1995, an exacf replica of fhe ramp thaf each rehearsal, u n til each cast member knew ning of the torch across the bridge and up the would be used for the parade of participants the entire routine. Fortunately, Atlanta en­ stairs of the cauldron. The run was made both was secretly constructed in Duarte, California. joyed good weather in the months leading to in daylight and at night. After the cauldron Students from an area school were recruited to the Games, so the rain dates b u ilt Into the test safety and tim in g issues. In March 1995, Volunteers placed an Ceremony, the individual talent first per­ I was installed in Atlanta, tests from the camera schedule were seldom needed. top: Learning to use many of Opening Ceremony gift kit formed alone and then in concert as a celebra­ Î positions in the stadium confirmed thaf in fol­ selected ACOG staff members gathered in On 15 July 1996, the first full dress re­ the props, such as this four- on every seat in Olympic tory tribute to the athletes. DMP recom­ lowing this path, the flame would disappear Duarte to walk the ramp and test its surface hearsal occurred at Olympic Stadium. Featured drum unit used In the welcoming segment of the Stadium. mended the performers and negotiated all three times from the view of most spectators under varying conditions. Another major test, star performers participafed, and final cos­ Opening Ceremony, required in Olympic Stadium. It was then that alternate involving Greek silhouette figures, Olympic tumes were selected. This was the first fu ll run contracts. The production team worked with extensive practice. ACOG Accommodations and Guest Services to methods for lighting the cauldron were ex­ spirits, and various fabric effects, was con­ of fhe show in its performing venue, and be­ provide the support required for the perform­ plored. W ith Muhammad Ali as the final ducted in October 1995 in the Los Angeles cause of excellent preparation, there were few bottom: Stars performing at torchbearer, the need for a new approach was Coliseum. the ceremonies, like Stevie manifest, as Ali's physical condition would Wonder, rehearsed with the volunteer cast members.

DAUFFEhfRtt * T'AMARA EDASSO • GUILLAUME D'ASSY • AIZAD DASTI • SALMAN DASTt • KATHERINE S DATER • NILANJAN DATTA • MARY T DAUBE RN • THOMAS E DAUCH • DESHA DAUCHAN • ANN M BETH B OAUG h f d t v * DAUGHARTY • HARRY DAUGHARTV • EDWARD D DAUGHERTY • EDWARD L DAUGHERTY • JEFFREY A DAUGHERTY • KEVIN DAUGHERTY • MARLENE M DAUGHERTY • MARLYS RAH nc.K I y . CLAYTON L DAUGHTREY • BOBBIE R DAUGHTRY • TODD DAUGHTRY • FREDDIE M DAUM • LAWRENCE F OAUM • MARIE DAUM • NANCY L DAUM • HAROLD C DAUME II! • 363 362 C DA SH • A L E X A N D E R

Source : Bibliothèque du CIO / IOC Library ATLANTA 1996 / PLANNING AND ORGANIZING

pauses in the show's progress. The second and Many challenges of a show of this impor­ fin al fu ll dress rehearsal was on 17 July 1996. tance require special attention: ; ACOG staff and volunteers were invited to this ■ Design the ceremonies venue in collabora­ ; rehearsal in appreciation of their work. ACOG tion with the ceremonies production team. President and CEO Billy Payne thanked all the Many of the ceremonies' creative elements people in the audience for their hard work and would not have been possible without this col­ dedication. laboration. It is also helpful to have a model of Rehearsals for the Closing Ceremony were the site available at all creative meetings to more difficult. Many of the individual ele­ help design and structure the ceremonies' indi­ ments had to hold rehearsals in separate facili­ vidual elements. ties. Several complete technical rehearsals took ■ Atlanta's contract with the IOC to host place, but because access to the stadium was the Centennial Olympic Games contained ele­ lim ite d during the Games, a fu ll dress rehearsal ments that limited the ceremonies' creative de­ was not possible until the day of the show. velopm ent. Contractual issues in vo lv in g the S e c u r it y I ownership of residual rights of individual star C o n c l u s io n s a n d R ecommendations I performers and musicians arose. A ll of the per­ formance artists considered for the program w s . Because o f th eir magnitude, visibility, and im ­ w ould n ot agree to release th eir rights. It took

portance to the Olympic Games, Opening and I more than a year of contract negotiations to Closing Ceremonies require substantial atten­ satisfy all parties involved. tion from the organizing committee. It is im­ ■ Finalize the creative elements of the cere­ portant that an organizing committee assess monies at least one year in advance to allow and express the themes and concepts for the ample time for refining technical operations. ceremonies carefully, and then develop a cre­ ■ A lthough Atlanta's rehearsal schedule was ative plan capable of communicating these sufficient, it was interrupted by sporting test themes and concepts to both a stadium audi­ events held in the stadium prior to the Games. ence and a worldwide television audience. Also, Future organizing committees should schedule the large number of parficipants and limited ac­ test events earlier to avoid similar problems. cess to the performing venue requires a massive scheduling and coordination effort to ensure that the ceremonies w ill proceed smoothly. In Atlanta, 20 stars performed, 5 new songs were w ritten, and 8 musical scores were com ­ posed. A volunteer cast of some 5,500, mostly from Atlanta and other parts of Georgia, per­ formed in the Opening and Closing Cere­ monies. An additional backstage crew of 2,100 volunteers and 650 field marshals helped make both shows possible.

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IIP Atlanta 1996

364 MATTHEW J DAUPHINAIS • BEVERLY F D-AURfA • BOB H DAUWALOER • F DAVENPORT. MARCUS O DAVENPORT. MARILEED DAVENPORT. MARY F DAVENPORT. PATRICIA M DAVENPORT. ROBERT W DAVENPORT. RONNIE H DAVENPORT. STEPHANIE H D A ™ ^

Source : Bibliothèque du CIO / IOC Library