Crisis Events Management

TABLE OF CONTENTS 1. INTRODUCTION 3 2. CRISIS COMMUNCATION PLAN 4 2.1 OBJECTIVES OF CRISIS MANAGEMENT 5 2.2 STAGES OF A CRISIS 5 2.3 TYPES OF CRISIS 5 2.4 RISK APPETITE 6 2.5 HOW TO USE THE PLAN 8 2.6 PLAN AMENDMENTS 8 2.7 ACTIVATING THE PLAN 9 3. CRISIS COMMUNICATION TEAM 9 3.1 ROLES AND RESPONSIBILITIES 12
3.1.1 Crisis co-ordinator 12
3.1.2 Chief Executive or Corporate Management Team Duty Officer (Out of hours) ……………………………………………………………………………….12
3.1.3 Leader of the Council 13
3.1.4 Elected Members 13
3.1.5 Legal Advisor 13
3.1.6 Primary Spokesperson 13
3.1.7 Press & Media 14
3.1.8 Response Team 14
3.1.9 Event Manager 14
3.1.10 Specialist Advisors 15 4. COMMAND AND CONTROL 15 4.1 LEVEL OF COMMAND 15
4.1.1 Bronze Levels 15
4.1.2 Silver Level 16
4.1.3 Gold Level 16 4.2 INCIDENT CONTROL POINTS (ICP’s) 17 4.3 CONTROL ROOM KIT 20 5. SELECTED INCIDENT 22 5.1 CRISIS RESPONSE 22 6. REFERENCES 26
7. LIST OF FIGURES
Figure 1 – Event Structure ……………………………………………………….10
Figure 2 – Crisis Communications Team – Organisational Structure ……....11
Figure 3 – Incident Control Points Bronze Level ………………………………23
Figure 4 – Incident Control Points Silver Level ………………………………..24
Figure 5 – Inter-agency Command Gold Level ………………………………..25

1. INTRODUCTION
Orchestra Park Concert for Noah Ark’s Fund’ is the chosen event for the crisis plan and is held at the Cooper’s Field of Cardiff. The event run as an open air event comprising of picnics seating, pyrotechnics, orchestral music on stage and stallholders for foods and drinks sale. Guest of honour to officiate the charity event will be the Lord Major of Cardiff.
There will be a pre-concert prior to the pyrotechnics event, which will be the closing of the event. The Orchestra Park Concert for Noah’s Ark Appeal Fundraiser will be broadcasted live on the BBC Channel. Orchestra will showcase popular classics of Dr. Who and Torch Wood. The event will also host “star and aliens”.
This event is a free access. Tickets will still be required to get into the area as site can occupy 20,000 people. The Cardiff Council will be a part of the organizing committee in regards to providing an event that is safe for public admittance and will be working with the SAG groups to undertake security and stewarding services.
The event is aimed at any level of audience i.e. kids aging from 8 years old to mature and experienced group of individuals whom are used to attending this type of charity event. School bands of 40 or more will be performing, will closely be and largely be performed at a highly respected manner as the Lord Mayor will be attending. A mixed audience profile is anticipated and should there be any instances of body surfing and AP Security Services will be prepared for such factors.
No alcohol, tents, BBQ 's, Video, Knives and other items deemed as potential weapons by Stewards. Water and non alcoholic drinks in plastic bottles with unbroken seals up to 500ml will be permitted. There is a strict NO GLASS policy. Any item not included in this list but considered inappropriate for admission by Stewards will remain at the discretion of venue Stewards. No dogs other than guide dogs will be permitted in the arena. All prohibited items found on persons will be confiscated prior to entry into the field. This charity organization strongly advises no alcohol consumption or selling should be present within the area.

The decision to ban alcohol being brought into the venue has been made by management in conjunction with recommendations from the Police, nominated Safety Officer and AP security Services. The message about the ban will be widespread prior to the event in all publicity, signs and banners to get the message across.
(Jantin and Kadir, 2012) 2. CRISIS COMMUNCATION PLAN
A crisis is a major, unpredictable event that threatens to harm an organisation and its stakeholders. Although crisis events are unpredictable, they are not unexpected. Crises can affect all segments of society such as businesses, churches, educational institutions, families, non-profits and the government and are caused by a wide range of reasons. Although the definitions can vary greatly, three elements are common to most definitions of crisis: (1) a threat to the organisation, (2) the element of surprise, and (3) a short decision time (Goel, 2009).
Whereas according to Mitroff and Anagos (2005), in contrast to the disciplines of emergency and risk management, which deal primarily with natural disaster, the field of Crisis Management deals mainly with man-made or human-caused crises, such as computer hacking, environmental contamination, executive kidnapping, fraud, product tampering, sexual harassment, and workplace violence. Unlike natural disasters, human-caused crises are not inevitable. They no need to happen. For this reason, the public is extremely critical of those organizations that are responsible for their occurrence.
The practice of crisis management involves attempts to eliminate technological failure as well as the development of formal communication systems to avoid or to manage crisis situations. It is a discipline within the broader context of management consisting of skills and techniques required to assess, understand, and cope with any serious situation, especially from the moment it first occurs to the point that recovery procedures start. 3.1 OBJECTIVES OF CRISIS MANAGEMENT * Crisis Management prepares the individuals to face unexpected developments and adverse conditions in the organization with courage and determination. * Employees adjust well to the sudden changes in the organization. * Employees can understand and analyze the causes of crisis and cope with it in the best possible way. * Crisis Management helps the managers to devise strategies to come out of uncertain conditions and also decide on the future course of action. * Crisis Management helps the managers to feel the early signs of crisis, warn the employees against the aftermaths and take necessary precautions for the same.
(Management Study Guide, 2013)
2.2 STAGES OF A CRISIS (Riley, 2012) Pre-crisis | Prior to the event | Warning | Indications that there is or may be or could be an event liable to cause a significant impact on the organisation | Crisis point | When the event begins to cause significant impact on the organisation | Recovery | The acute stage of crisis has passed and the organisation is able to focus on a return to normal operations | Post crisis | Evaluation of the effects
Repair to the organisation |
2.3 TYPES OF CRISIS
There are different types of crisis management frameworks. Some of the earlier ones looked at types of crises. In their work on presenting corporate policy during a crisis, Marcus and Goodman (1991) identified three types of crises: accidents, product safety and health incidents, and scandals. Pearson and Mitroff (1993) framework identified seven crisis families: economic attacks, environmental accidents, occupational health diseases, psycho events (e.g., terrorism, sabotage, product tampering), damage to reputation, informational attacks, and breaks (e.g. recalls, product defects, computer breakdowns). In a similar crisis family arrangement, Myers (1993) offered a framework of crises consisting of natural disasters (floods, hurricanes, etc.), environmental events (aircraft accidents, contamination events, explosions), and incited incidents (arson, sabotage, vandalism). Crandall et al. (1999) used a five-family crises framework in their study of internal auditors. Specifically, they identified crises in terms of operational problems, negative publicity events, fraudulent crises, natural disasters, and legal issues.
The types of crisis that could affect the Orchestra Park Concert for Noah Ark’s Fund’ event can be categorised into three groups: 1. Victim: As an organization there is very little responsibility attributed to the crisis. We ourselves are a victim of the crisis.
E.g. Terrorist attack, bomb scare, hazardous chemical release. 2. Accidental: Minimal responsibility. Other factors not in our control may contribute towards the crisis.
E.g. Fire on stage leading to cancellation of event. 3. Preventable: Perceived by stakeholders to be fully responsible for the crisis.
E.g. Improper crowd management. Audience capacities exceeded resulting in crushing/serious injuries/death.
2.4 RISK APPETITE
The risk appetite can be defined as “the amount and type of risk that an organisation is prepared to seek, accept or tolerate” (British Standard on Risk Management BS31100 2008; cited by Harrow Council, 2012) or similarly, “The amount of risk that an organisation is willing to seek or accept in the pursuit of its long term objectives” (Institute of Risk Management: Risk Appetite and Tolerance; cited by Harrow Council, 2012). Risk is defined “as a barrier to the achievement of strategic objectives” and risk management as “the process of understanding and managing the risks that an organisation is inevitably subject to in attempting to achieve its corporate objectives” (CIMA Official Terminology 2005; cited by Harrow Council, 2012). Risks can be seen not only as the more conventional threat or hazard type risks; they can also take the form of positive risk opportunities, or benefits to be exploited or innovated by the Council and its partners in entrepreneurial terms which can enhance, increase and accelerate the achievement of its objectives and the following risk levels have been determined for the Orchestra Park Concert for Noah Ark’s Fund’ event:
Level 1 High Risk: (Preventable)
Perceived by stakeholders as fully responsible for the crisis.
Impact:
* Potential long term damage to the future viability of the event. * Potential long term damage to the integrity and reputation of Cardiff Council and associate sponsors.
Examples of crisis: * Improper crowd management. * Poor contingency planning. * Fatality/casualties as a result of ignorance of HASAW Act 1974
Level 2 Medium Risk: (Accidental)
Perceived by stakeholders to have minimal responsibility due to other factors contributing towards the crisis.
Impact:
* Potential damage to the future viability of the event. * Tarnished reputation of the event, Cardiff Council and associate sponsors.

Examples of crisis: * Structural collapse * Barrier/fence collapse * Fire * Cancellation due to adverse weather
Level 3 Low Risk: (Victim)
No level of responsibility for the crisis.
Impact:
* No impact on event and reputation of Cardiff Council or associate sponsors.
Examples of crisis * Natural disaster * Terrorist attack
2.5 HOW TO USE THE PLAN
This Crisis Communications Plan has been prepared for the event Orchestra Park Concert for Noah Ark’s Fund’ which is organised and managed by Cardiff Council. * The plan will be utilized when responding to a crisis event or situation. * The plan provides the framework for effective communication in an integrated and coordinated manner. * The plan contains fundamental elements aiding crisis preparedness and includes sections on protocol for activating the plan, roles and responsibilities of key responders, integrated crisis management and other robust contingency measures giving support to communicating during a crisis.
2.6 PLAN AMENDMENTS
The Event Manager will disseminate any updates to this plan via email to all key agencies. The plan will undergo a revision following any changes and/or on a six monthly basis to address any amendments required in its contents. A full plan review will be carried out on an annual basis or following recommendations from exercise or emergency debriefs or changes in risk assessments. Any queries of amendments regarding this plan should be directed to the Event Manager.
2.7 ACTIVATING THE PLAN
Activation of the Crisis Communications Plan will be co-ordinated by the Council’s Emergency Planning Manager who will liaise with the Crisis Communication Team and Services/Organisations appropriate to the nature of the crisis.
For larger crises a full activation would be made in consultation with the Chief Exec or Corporate Management Team Duty Officer (out of office hours) where there are likely or there is potential for significant implications for the community and/or the authority. 3. CRISIS COMMUNICATION TEAM
The job of the crisis communication team is to create and execute the overall crisis communication plan. Team members are assigned specific roles, such as gathering contact information from all employees or establishing relationships with members of the local media (Roos, 2013). Depending on the organization 's size, a typical crisis communication team could include: * Corporate Management Team, * Legal Services, * Department of Environment & Sport, * Emergency Planning Unit,
The Crisis Communications Team also includes people with specialist knowledge who may be called upon in a crisis situation including: * The Event Safety Advisor (for Health & Safety expertise) * Senior Engineer, Building Control (for Structural expertise)
The team is led by a Crisis Co-ordinator; the Emergency Planning Manager, Cardiff Council.
Figure 1 shows the event structure of the Crisis Management Team for Orchestra Park Concert for Noah Ark’s Fund’
Figure 1 - Event Structure

Figure 2 shows the organisational structure of the Crisis Management Team for Orchestra Park Concert for Noah Ark’s Fund’

Figure 2 - Crisis Communications Team – Organisational Structure

4.2 ROLES AND RESPONSIBILITIES
The roles and responsibilities according to Marcus (2013) appropriate to the crisis communications team are set out below: 4.3.1 Crisis co-ordinator * To maintain a log of actions and any decisions taken. * Collect Emergency Plan(s) and Contacts and Resource Directory if appropriate. * Co-ordinate any media or press statements with the Primary Spokesperson, and the lead from Public Affairs and Communications. * Alert and brief the Chief Executive and/or the Corporate Management Team (CMT) Duty Officer of the crisis. * Identify and deploy response teams (Council Liaison Officers) to attend the scene (Bronze) and multi-agency tactical control (Silver) if appropriate, ensuring liaison is maintained throughout the crisis. * Give guidance and advice where required. * Seek legal advice and receive legal advice where required from the Head of Legal Services and/or nominated officer from Legal Services. * Provide regular briefings and updates with the Crisis Communications Team throughout the crisis. * Co-ordinate the collation of documentation from all involved in the crisis for preparation of debrief sessions, production of post crisis report and for archiving. 4.3.2 Chief Executive or Corporate Management Team Duty Officer (Out of hours) * Determine strategic aims and objectives for the Council’s response to the crisis, in line with multi-agency aims and objectives where defined. * Give strategic guidance where required. * Discuss and resolve issues raised by the Crisis coordinator in particular those pertaining to the Council’s services and Business Continuity Management. * Receive and provide regular briefings and updates through the crisis coordinator. * Regularly brief the Leader of the Council, other Group Leaders, the appropriate Executive Member and appropriate ward councilors. Regular information, usually in the form of emails, should also be provided to all councilors. 4.3.3 Leader of the Council * To maintain an overview of the crisis through briefings from the Chief Exec. * Act as the Council’s spokesperson to inform and support local people. * Receive enquiries from elected members/party leaders. 4.3.4 Elected Members
Elected Members can play a key role assisting in the response during a crisis in particular for relaying/reassuring or simply briefing constituents with information. 4.3.5 Legal Advisor * Delivering legal advice to and supporting legal risk management to the crisis communications team * Deal with any litigation action being taken against the Council
(Oakleighresourcing, 2010) 4.3.6 Primary Spokesperson * To be available at all times in the role of spokesperson throughout the duration of the crisis. * To be experienced, professional, knowledgeable, courteous, sincere and credible when dealing with the media. * To disseminate only confirmed information and not to speculate. * To receive regular briefings from the crisis coordinator. * To maintain a log of interviews undertaken making note of the following information: * Reporters name * Media outlet affiliation * Contact information * Questions asked * Answers given * Issues raised 4.3.7 Press & Media * Provide media relations support, training and handle media requests. * Record enquiries and action taken. * Liaison with the crisis coordinator and primary/backup spokesperson. * Co-ordinate the arrangements for the media briefing centre * Co-ordinate the setting up of an emergency helpline. 4.3.8 Response Team * Co-ordinate an integrated management response to the crisis by service area. * Communicate with Council staff to ensure effective communication. * Warning and informing the public with respect to the crisis situation. * To maintain a log of actions and any decisions taken. * Receive briefings and instruction from the crisis coordinator. 4.3.9 Event Manager * To make and confirm all decisions. * Act as central liaison. * Procurement of event services/contractors, * Responsible for site build up, load in, site management, the show, the load out, the breakdown, briefing and de-brief meetings. * Implementation of emergency evacuation procedure. * Recording of accidents and incidents. * Contact for members of the public. * Welfare of performers.
(Conway, 2009) 4.3.10 Specialist Advisors * To be available during a crisis for expert or professional advice/opinions on specialist areas pertaining to the crisis. * To be available for interview by press and media. * To liaise with the crisis coordinator where required. 4. COMMAND AND CONTROL
Command and control can be defined as being the authority and capability of an organisation to direct the actions of its own personnel and the use of its equipment (National Policing Improvement Agency, 2009). 5.3 LEVEL OF COMMAND
‘Gold’, ‘Silver’ and ‘Bronze’ are titles of functions adopted by each of the emergency services and are role-related, not rank-related. These functions are equivalent to those described as ‘strategic’, ‘tactical’ and ‘operational’ in other documents about emergency procedures. In summary the roles of each can be described as follows.
4.1.1 Bronze Levels * Inside the cordon at the scene managing the “Hot Zone” where the situation is taking place e.g. first aid. * A Bronze Commander directly controls the organisations resources at the incident and will be found with their staff working on scene. If an incident is widespread geographically, different Bronzes may assume responsibility for different areas. If complex, differing Bronzes can command differing tasks or responsibilities at an incident. * During the initial stages of an incident, the first, member of the organisation who arrives at the incident assumes, albeit temporarily, the role of Silver/Bronze Commander, until relieved by a more senior member (Usually a POC or Association Official).
(Wessex 4X4 Response, 2008)
4.1.2 Silver Level * Tactically controlling the event within the outer cordon e.g. police patrol, ambulance, fire engine. * The Silver Commander is the senior member of the organisation at the scene, in charge of all their resources. They decide how to utilise these resources to achieve the strategic aims of the Gold Commander; they determine the tactics used. * At the scene of the incident, they will work in proximity and harmony with other organisation 's Silver Commanders, usually situated in purpose-built command vehicles or makeshift command room(s), known as the Joint Emergency Services Control Centre (JESCC). They will not, however, become directly involved in dealing with the incident itself.
(Wessex 4X4 Response, 2008)
4.1.3 Gold Level * In overall command at a strategic level, where the control centre, office, backhead will be situated. * The Gold Commander is in overall control of their organization’s resources at the incident. * They will not be on site, but at a distant control room, i.e. Gold Command, where they will formulate the strategy for dealing with the incident. If the Gold Commanders for various organisations at an incident are not co-located, they will be in constant touch with each other. * Gold Commanders often meet before any incident occurs to discuss and formulate policies and working practices for their own organisations, and to pre-plan mutual aid between different groups.
(Wessex 4X4 Response, 2008)

5.4 INCIDENT CONTROL POINTS (ICP’s)

Figure 3 – Incident Control Points Bronze Level

Figure 4 – Incident Control Points Silver Level

Figure 5 – Inter-agency Command Gold Level

4.3 CONTROL ROOM KIT * Staffing Plan Worksheet | * Fax machine (number that’s preprogrammed for broadcast fax releases to media and partners) | * PPE | * All event document | * Laptop computers | * Portable microphones | * Plans | * Media Briefing Area | * Printers for every computer | * Tables and chairs | * Paper | * Radio | * A/V equipment | * Paper shredder | * Tables | * CD-ROM | * Phone Bank Volunteers | * TVs with cable hookup | * Cell phones/pagers/personal data services | * Phone Lines | * VHS VCR | * e-mail readers | * Accreditation | * Visible calendars, flow charts, bulletin | * Color copier A4 and A3 , spare print in and lots of paper | * Stakeholders | * Boards, easels | * Computers (w/LAN and email access) | * Podium, room with neutral back drop | * Meeting room | * Designated personal message board | * Possible outside location | * Web site capability 24/7. Attempt to have | * Food, drinks | * Suits | * Make up, mirror | * SKYPE | * Other software | * Mints/ tooth paste mouth waste | * Medication first aid kit | * Loud hailers | * Hand portable radios | * Paper clips (all sizes) | * Paper plain and lined | * Pens | * Markers | * Highlighters | * Erasable markers | * Overnight mail supplies | * Sticky notes | * Tape (be creative) | * Notebooks | * Poster board | * Standard press kit folders | * Stock photos on DVD | * Bios of spokespersons | * Formatted computer disks | * Blue tac | * UBS sticks | * Batteries | * Camera DVD recorder | * Memory cards | * Tripod | * Light | * Colour-coded everything (folders, inks, etc) | * Baskets (to contain items not ready to throw away) | * Organizers to support clearance and release system | * Expandable folders (with alphabet or days of the month) | * Staplers (lots of them) | * Paper punch | * Ring binders | * Organization’s press kit or its logo on a sticker | * Colored copier paper (for door-to-door flyers) | | |

5. SELECTED INCIDENT
The selected crisis for this report is the missing person kind of situation. The situation is a child reported missing from his parent.
5.1 CRISIS RESPONSE
The procedures for dealing with children that have reported missing from parent is further explain at Section B.
Response team that handle lost children will gather information from the child and complete the Section D below. The information gathered on Section D is relayed to control. The information required from child is as follow: * Name * Age * Address * Parent/ guardian name * Description of parent/ guardian * Location child last saw parent/ guardian * Time child last saw parent/ guardian
The staff in charge must remain with the lost child until parent/guardian is located or until further instruction is received. Control will send out security response team to search for parent/guardian based on the information received from the lost children.
If the patent/ guardian are still not located within 1 hour of finding the lost child, the police will take control. All stewards and event staff will take direction from the Police, placing all reasonable resources at their disposal.
Whereas when the parent/ guardian have already been located, Control need to be informed immediately and they will be escorted to Lost Children point and formal written handover (Section F) to be conducted by the in charge staff and parent/guardian.
Finally all paperwork will be submitted to Control and logged as case completed. Control is to provide report log and paperwork to Event Manager.

20:00
Male Toilet
Mother has brown colour hair, wearing a blue blazer with black trousers and holding Adam’s BEN10 bag pack.
07447005960
Samantha Brown
(Mother)
*
11 years old
55 Heathfield Road
CF14 3JX Cardiff
Adam Scott
BA001
11th April 2013

Timothy Green *
Mother informs the security nearby that she has lost her child.
20:30
11th April 2013

Samantha
Samantha Brown
55 Heathfield Road
CF14 3JX Cardiff
BA001TG
TG

(Word Count: 3,000 words)
6. REFERENCES
Conway, D.G (2009) The Event Manager’s Bible: The Complete Guide to Planning and Organising a Voluntary or Public Event (3rd Edn), How To Books Ltd, Oxford
Crandall, W. R, McCartney, M and Ziemnowicz, C (1999) Internal auditors and their perceptions of crisis events, Internal Auditor, 14:1, p. 11–17
Goel, R (2009) Crisis Management: Master the Skills to Prevent Disasters, Global India Publications, New Delhi
Harrow Council (2012) ‘2012/13 Council Statement of Risk Appetite’ [online] (cited 10 April 2013) Available from <URL: http://www.harrow.gov.uk/www2/documents/s9 7217/Risk%20Appetite%20Statement.pdf>
Jantin, M and Kadir, S (2012) Event Safety Manual. [report]
Management Study Guide (2013) ‘Crisis Management – Meaning, Need and its Features [online] (cited 13 April 2013) Available from <URL: http://www.management studyguide.com/crisis-management.htm>
Marcus, A and Goodman, R. (1991) Victims and shareholders: The dilemmas of presenting corporate policy during a crisis, Academy of Management Journal, 34:2, p. 281–305
Marcus, N (2013) Binge Music Live Crisis Communications Plan, HLT5052 Major Incident and Crisis Management, Cardiff Metropolitan University, UWIC. Available from: Blackboard [Accessed 12 April 2013]
Mitroff, I and Anagnos, G (2005) Managing Crises Before They Happen: What Every Executive and Manager Needs to Know About Crisis Management, AMACOM Books, New York
National Policing Improvement Agency (2009) ‘Guidance on Command and Control’ [online] (cited 17 April 2013) Available from <URL: http://www.acpo.police. uk/documents/crime/2009/200907CRICCG01.pdf>
Oakleighresourcing (2010) ‘Assistant Legal Adviser [online] (cited 14 April 2013) Available from <URL: http://www.oakleighresourcing.co.uk/index.php?option=com _content&view=article&id=81:assistant-legal-adviser&catid=24:vacancies&Itemid= 130>
Pearson, C and Mitroff, I (1993) From crisis prone to crisis prepared: A framework for crisis management, Academy of Management Executive, 7:1, p. 48–59
Riley, J (2012) ‘Crisis Management - Planning & Action’ [online] (cited 2 April 2013) available from <URL: http://www.tutor2u.net/business/strategy/crisis-management-planning-and-action.html>
Roos, D (2013) ‘How Crisis Communication Plans Work’ [online] (cited 16 April 2013) Available from <URL: http://money.howstuffworks.com/business-communications/how-crisis-communication-plans-work1.htm>
Wessex 4X4 Response (2008) ‘Command and Control’ [online] (cited 12 April 2013) Available from <URL: http://www.wessex4x4response.org.uk/reports/2008/20080 926.Exercise.Equinox/Command_and_control_explained.pdf>

References: Conway, D.G (2009) The Event Manager’s Bible: The Complete Guide to Planning and Organising a Voluntary or Public Event (3rd Edn), How To Books Ltd, Oxford Crandall, W Wessex 4X4 Response (2008) ‘Command and Control’ [online] (cited 12 April 2013) Available from &lt;URL: http://www.wessex4x4response.org.uk/reports/2008/20080 926.Exercise.Equinox/Command_and_control_explained.pdf&gt;