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The facility has a perfect Emergency Response
Program.
Key personnel have seen it, drills have been done and it’s
part of every orientation program. The program now resides loftily on many
shelves around the facility, a shining achievement! Front of house staff is
secured and trained and ready to go to work. Three weeks later, though, the
dynamic is how to keep them focused on this initiative and the delicate
balance between hospitality and security.
“Anyone can do anything at any time.” Understated? Or stated precisely?
Before 9/11, prior to the recent public tragedies, professionals involved in
public assembly facility management faced this dynamic. Providing seamless
security with extraordinary customer service requires a second sense, all
the senses, and common sense.
Most importantly, it requires a response plan that is as vital as the
facilities that implement them. In order to provide this type of program,
consistent review is necessary. Using the experiences of three unique
facilities in the Philadelphia area, a “checklist for success” at the end of
this article provides a template for review and implementation of a live
Emergency Response Program to help keep first responders focused.
Kimmel Center, Inc.
(The Kimmel Center and the Academy of Music)
Scott Gainsburg, director of audience and visitor services
Decision making protocols, defining expectations and communication are three
of the most important components of the emergency response program at the
Kimmel Center and Academy of Music. Kimmel Center, Inc. owns and operates
the Kimmel Center for the Performing Arts and manages the Academy of Music,
which is owned by the Philadelphia Orchestra Association. The emergency
program is a “living document” undergoing constant review and refinement
since the center’s opening in late 2001 and during the Kimmel Center Inc.’s
tenure operating the Academy of Music.
Highly organized in its structure, the response program breaks potential
situations down into several categories—security threats, weather-related
emergencies, facility/engineering problems (i.e., power or equipment
failure) and performance/artist related cancellations. Each incident is
taken on its own merit at the time that it occurs, and two teams—senior
staff and essential personnel—move into action as appropriate. Essential
personnel work with senior staff, within their area, to implement what is
the best response for each particular incident.
This fluid approach to response initiatives reinforces to staff a chain of
command that will support their needs. If the incident occurs during a
performance or involves an issue that occurs “in the house,” each usher and
staff member knows to contact a “tier captain” (who has the ability to
communicate with other key personnel).
House staff is the key to this fluidity. As the individuals who “walk the
walk,” they are the same staff who will know all the alternate exits in an
evacuation situation, be able to locate the correct personnel and
communicate the proper instructions to the public. Training house staff as
to the best response is an ongoing process and keeps them in tune with what
to do “on the spot.”
Conversely, if a situation occurs prior to a performance or involves a
change to a performance situation, senior staff is charged with making the
appropriate decisions and communicating these to essential personnel. This
ensures that all involved have adequate information to deal with the public
and that everyone is presenting the same message.
Training is as consistent and fluid as the process itself. Most important in
the process is letting staff, patrons, the public and the media know that
there is a carefully thought-out plan in action and that the lines of
communication are open. Additionally, Kimmel Center, Inc. includes in all of
its programs a message to patrons entitled, “A Commitment to Safety” which
begins: “The safety and comfort of visitors, artists, volunteers and staff
at the Kimmel Center for the Performing Arts and the Academy of Music are of
paramount importance.” This is perhaps the most important message the public
could receive.
Pennsylvania Convention Center
Doug Chen, manager of support services
A public facility in space, design, and intent presents unique challenges
for the Pennsylvania Convention Center. For instance, imagine 6,000 people
onsite on 9/11. How did we cope? Phone banks were set up, news releases
monitored and attendees were assisted in every way possible during the
crisis. As transportation was out of the question, a number of customers
were assisted with getting lodging. The staff moved into action providing
assistance and comfort to their customers.
The center’s personnel undergoes a 32-hour security training program and
must be prepared to handle the public coming and going for multiple events,
in addition to performing customer service duties. The most apt comment,
“Anyone could do any thing at any given time” is Doug Chen’s motto for
focusing staff.
If something suspicious is encountered, a communication plan is put into
place that is by design non-invasive to avoid public relations problems. By
first alert and then by consistent surveillance, the convention center staff
is able to respond quickly as well as avoid prospective problems. Staff uses
“activity reports” to document their stations or rounds as well as incident
reports required in an emergency. If medical support is needed, help is
requested of the command station. Senior supervisors are constantly
available, around the clock, to support staff.
Chen said communicating expectations and having confidence in his staff are
important components of the training process. “Security staff is trained
just as much in good public relations processes and customer service as in
safety and security,” he said.
Once the client comes on board with their selected security agency, it’s
imperative that both teams work together, Chen said. Coordination between
both internal and external staffs is key. These agencies must meld with the
convention center staff to create a safe and positive atmosphere.
Wachovia Center and Wachovia Spectrum
in Philadelphia
Mike Hasson, Comcast-Spectacor vice president of security
The most noticeable change for patrons entering venues during these times is
being subject to bag searches and being checked by hand held metal
detectors. Patrons may see some physical changes but not necessarily know
they are for enhanced security of the venues. These are commonplace changes
and have been readily accepted by our patrons.
Employees are known as “event staff” and they are part-time employees who
perform numerous security activities as well as being tasked to usher, take
tickets and provide quality customer service to our premium level guests. A
staff person works approximately five events a week during the “event
season,” or 20 hours a week.
All full-time and part-time staff members are responsible for the safety and
security of the venue at all times. The specific safety and security
measures associated with job performance does not end at job description.
The size, emotion and location of the crowd can signal a safety or security
concern in a moments notice. The fact that patrons are unfamiliar with the
venue highlights the need to be prepared for the eventuality of any
emergency. All working staff is charged with reporting any safety and
security issues at all times during the event. The “manager on duty” program
provides insight into all aspects of event and crowd management and helps to
prepare staff to identify problems that need immediate attention.
Event staff is trained to recognize safety and security issues and to take
immediate action as “first responders” and call for assistance from
supervisors and staff in the area. Supervisors are responsible to call for
appropriate personnel and equipment to respond and to secure the immediate
area of the incident. For incidents that have the potential to become
dangerous, command and management staff on duty is contacted to possibly
take necessary steps to implement emergency plans. Staff is trained in
emergency evacuation procedures as part of initial orientation. These plans
are discussed at all event meetings. Supervisors carry evacuation plans for
the areas where they are responsible, and inconspicuous evacuation drills
are periodically conducted during actual events. Each year at in-service
training, the staff is trained in evacuation procedures.
Some staff act as “patrons in distress” to add role playing to enhance the
training experience.
Generally, patrons don’t ask what you have done to make the venue safe. They
just want to be assured that it is safe to come to an event. Since 9/11,
management has implemented changes to the physical environment by adding
non-threatening barriers to secure the perimeter of the venue, entrance and
exit doors have been magnetically locked to secure the venue during
non-event times and air intake vents have been secured and filtration
systems changed. Additional security personnel have been added to check all
vehicle occupants and to determine the nature of their business within the
venue. Deliveries are accepted from authorized vendors only and no
deliveries are allowed during event times. Identification and credentials
are required for all events.
During events, no back of house authorized vehicles may enter the building
without a thorough search. This includes emergency medical equipment and
team buses. All baggage is searched and media equipment is searched and
tagged. Bomb dog searches are commonplace and some shows require searches
prior to opening doors. Smoking areas are secured, police officers patrol
parking lots in the immediate vicinity of the venue and all occupants are
checked and investigated if they do not enter the venue after show time.
Security staff monitors the drive lanes and no vehicles can drop off patrons
in the immediate area of the walkways. Camera surveillance is provided
throughout the facility and police are directed to any location that needs
investigation. When parking personnel are through for the night, all gates
are locked and security stops all vehicles entering the only open gate to
ensure entrance is gained by authorized persons.
The venue is in touch with the local/federal terrorism task forces for
information sharing and training purposes. Local fire service management has
trained venue security in bio-terrorism identification and response. Local
police management has provided training in bomb identification and crime
scene protection. The American Society of Industrial Security has provided
seminars in bio-terrorism identification and emergency planning.
The IAAM network has provided training and emergency planning and has linked
with professional sports security managers to implement consistent security
policy for game day operations.
As the Department of Homeland Security raises the threat level, the
communications with law enforcement increases and additional security
measures are increased as well.
September 11 has changed event management. The security plans in place today
are for the long term. It has been said that a terrorist will attack a weak
or soft target. If you believe this is true, the best advice is to “target
harden” your venue in the most subtle ways. Make it safe, make it secure,
and most of all, make it customer friendly.
Judith Herbst is business manager for the Keswick Theatre in Glenside,
Pennsylvania.
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Vital Emergency Response Checklist
* Keep the essential personnel contact list up to date and in front of house
staff hands.
* Introduce new personnel to front of house staff so that they know who they
are and what role they play.
* Reinforce the chain of command concept for front of house staff either by
visual or verbal tools they can reference (flow charts, check lists, to-do
lists).
* Define expectations.
* Update incident/activity reports on a regular basis.
* Do post mortems on incidents and incident reports to assure that trends
are spotted.
* Assess whether responses were successful and, if not, implement changes to
process/plan and communicate those changes.
* Review specific potential situations at pre-door/gate meetings.
* Explain facility changes, repairs and restorations in progress at
pre-door/gate meetings.
* Review process for responding to continuous problems and progress on that
process.
* Involve first responders in this process.
* Review the Emergency Response Plan on a regular basis. Extend the review
to external support and end users as well as peer groups.
* Hold drills on a regular basis and plan surprise drills.
* Incorporate customer service issues into plan discussion.
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