NCS4 Gameday Security - Fall 2018

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Event Management




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FALL 2018 National Center for Spectator Sports Safety & Security 118 College Drive #5193 | Hattiesburg, MS (601) 266-6183

National Center for Spectator Sports Safety and Security Dr. Lou Marciani


Lauren Cranford


Daniel Ward


Alison Crumpton


Elizabeth Voorhees


Tymika Rushing


Alan Jones


William Adams


Brooke Graves


Dr. Kelley Gonzales


Christopher Kinnan


Joslyn Zale


Contents FEATURES 4

NCS4 Update



etter from the Director L Update from Dr. Lou Marciani

AHEAD OF THE CURVE Developing a Security Workforce


WEATHER 12 CLEAR SKIES AHEAD Weather Preparation and Management

Michelle Stringfellow INSTRUCTIONAL DESIGN SPECIALIST Dr. Stacey Hall


Dr. Joshua Hill


Dr. Laura Gulledge


Jacob Neal


Brayden Songe


MARATHON 15 Q AND A WITH MIKE NISHI Meet the man behind the Bank of America Chicago Marathon

SCREENING 18 Detection protection Expansion of Metal Detectors

MEDICAL 21 STOP THE BLEED Three Simple Steps to Save Lives

NCS4 Update

A Note from the Director Dr. Lou Marciani

Welcome to our Fall issue of Gameday Security! Our theme for this issue is “Developing a Security Workforce for the Sports and Entertainment Industry.” In the post-911 era, changes and enhancements to employee training and development must take place to address new risks and threats. We’ll take a deeper look at how to prepare the current and future workforce for all the uncertainties that may arise. Speaking of learning and development, continuing education is key! We hope to see you at one of our upcoming Safety and Security Summits. During these Summits, we will review the current safety and security environment and participate in moderated discussions on critical issues and challenges. We will enhance our vetted “Best Practices” and address the current needs in the industry. During these events, you’ll be able to meet some of the best and brightest safety and security professionals. Make plans to join us at one of our events below:

• National Marathon Safety and Security Summit (December 11-13 / Orlando, FL)

• National Intercollegiate Safety and Security Summit (January 29-31 / Durham, NC)

• National Commercial Sport and Entertainment Facilities Safety and Security Summit (February 19-21 / Durham, NC)

• National Interscholastic Athletics and After-School Activities Safety and Security Summit (April 3-5 / Katy, TX)

See you soon,

Lou Marciani, Director of NCS4


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Despite more than a decade of dialogue on the critical needs and challenges of the sport and event security management workforce, progress remains slow in implementing recommended strategies in education and career development. The emergence of sport and event security management as a profession was brought about after 9/11 when national security efforts began to focus on potential soft targets for terrorism, specifically sport and entertainment venues hosting events that attract mass gatherings of people. This significant shift in the domestic security landscape led to the expansion of sports management as a profession including aspects of safety, security, and risk management. Sport organizations are now facing new systematic risks that have arisen in the post-9/11 era due to the threat of terrorism and other targeted acts of violence, which necessitates changes and enhancements to traditional approaches to employee training and development. Addressing and managing risk are major challenges for leaders and a key component of strategic management. While making use of expertise gained from the management of more traditional risks, such as inclement weather, counterfeiting, and controlled access, organizations are encouraged to adopt management models that will take into account the increasing diversity and complexity of risks. Although most executives are aware of the negative consequences associated with safety and security shortcomings, the profession, in general, lacks a systematic mechanism for ensuring employees and key partners have the competencies that are necessary in risk identification, prevention, and crisis management. The NCS4 is in the process of designing a comprehensive workforce development program for all staffing levels supporting security operations in the


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sports and entertainment industry. The goal of the workforce development initiative is to assist individuals in reaching short- and long-term career goals, and to provide organizations with a model for continuing education, performance improvement, and succession planning. Today, there are a myriad of options available for the delivery of adult learning and competencybased assessment programs. Some formal learning systems have been developed and made available thanks to government funding from the Department of Homeland Security (DHS) and the Federal Emergency Management Agency (FEMA). Still, there is growing demand for online training, micro-learning, digital badges, certificate programs, and certifications to facilitate knowledge and skill acquisition. So, how do we prepare the current and future workforce for uncertainties that arise from maturation and constant changes in the threat environment? The answer to this question requires a multifaceted approach to continuing education and workforce development. Learning and development are at the root of an effective individual job performance. Competency-based practices are a popular tool for talent selection, retention, and development. Competency-based practices utilize a competency framework to align the strategic objectives of an organization with its key HR business processes. For instance, structuring employee development plans provides a pathway for individuals to cultivate specialized knowledge and skill related to security operations for sports and entertainment facilities upon entering or transferring into the field. By applying a systematic approach of measuring individual competencies, it may be possible for an organization to assess the overall knowledge capital and skills portfolio of its workforce. The concept of workforce development for the

WORKFORCE sports and entertainment industry was recently presented during the National Forum at the 2018 National Sports Safety and Security Conference and Exhibition in Louisville, Kentucky. A panel of experts, comprised of senior leaders from the Society of Human Resource Management (SHRM), commercial sport and entertainment facilities, and collegiate athletics, explored the relationship between executive strategies in employee development and retention. Focusing on the bottom line, the panel discussed current challenges and proposed solutions utilizing human resource development strategies in recruitment, training, succession planning, rewards and incentives, and employee engagement. Workforce development is central to organizational preparedness and continuous improvement. A case study was presented by Rebecca Wilusz, associate director of game operations and championships at Duke University, describing how the University Athletics Department bridges the gap between full-time and event day staff through staff training, performance feedback, and an organizational commitment to employee development. Forum moderator Paul Turner, senior director for event operations for the Dallas Cowboys/ AT&T Stadium, reinforced the systematic approach to workforce development during his presentation on, what he coins, “The Critical Links Model.” The Critical Links Model illustrates how recruitment, training, operations, and reward and recognition work together to create effective organizations that attract, utilize and retain top talent. The security management profession relies predominately on people to carry out key functions in

safety and security. Therefore, human resources must be effectively developed and strategically utilized in order to achieve organizational goals. Employee development facilitates the process of creating and using expert knowledge to improve workforce performance, which is vital in maintaining and developing the capabilities of both individual employees and the organization as a whole. Creating a workforce development plan and aligning human resource development activities with an organization’s overall safety and security goals provides a pathway for success. From recruitment and selection to onboarding and succession planning, workforce development should be prioritized as a core business function.

“To prepare the current and future security workforce, organizations must first recognize knowledge as a key asset and develop strategies to effectively leverage human resources to accomplish business goals.” To prepare the current and future security workforce, organizations must first recognize knowledge as a key asset and develop strategies to effectively leverage human resources to accomplish business goals. The concept of human resource development is understood as the process of developing human expertise through education and career development activities, such as work-related education and training, for the purpose of improving performance. By developing the intellectual and practical capabilities of human resources to perform various types of work in safety and security, organizations can prepare their workforce to withstand

WORKFORCE external disturbances and respond in an effective way. Second, the multi-disciplinary field of sport and event security management demands an integrated approach to individual, team, and organizational learning. Individual knowledge and skill acquisition provides the basis for performance improvement. Exercising these skills with a team brings into account social dynamics and other intervening variables that influence the collective group performance. Team-based training and exercises also contribute to the development of soft skills such as communication, problem solving, self-efficacy, decisiveness, and flexibility. To facilitate individual and team performance improvement, organizations should establish both formal and informal learning systems that align with organizational goals and are supported by top management. Third, continuing education is considered to be a top priority in today’s competitive society and requires longterm focus. To attract and retain top talent, organizations must provide learning and development opportunities that support personal growth. Creating a continuous learning environment encourages employees to share knowledge, apply trained skills on the job, and acquire new expertise. These kinds of learning-focused interactions can also help to address the generational gap in the workplace by encouraging dialogue between experienced and novice

security practitioners, such as sharing “lessons learned.” A major aim of continuing education and career development in sports safety and security should be to foster understanding about the complexities and ever-changing dynamics of the risk environment. By promoting continuing education, organizations prepare their employees to effectively perform their duties and make important judgments about safety, security, and risk management. As the discipline of sport and event security management evolves and the threat environment changes, organizations must assess their current approach to workforce development. The strategic application of human resource development provides a pathway for organizations to align performance needs with business goals and objectives. Providing a combination of training and development opportunities improves employees’ skills and abilities, which in turn enhances team performance and increases organizational capabilities. Organizational support for continuous learning and education is needed to help transform the workforce by challenging employees to acquire new knowledge and skill throughout the course of their career. By creating a culture of continuous education and learning, the sport and event security management workforce can position itself to adapt, grow, and change congruently to meet the demands of the current and future risk environment.


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Major national and international sporting events such as the Olympic Games, FIFA World Cup tournament, NFL Super Bowl, and Boston Marathon present many policing and security challenges for event hosts. By INTERPOL Project STADIA

Providing targeted training for police officers around the globe is one of INTERPOL’s key priorities. As the world’s largest police organization, INTERPOL seeks to reinforce the capacity of law enforcement in its 192 member countries and equip officers with the knowledge, skills and best practice to assist them in their daily work. By signing a cooperation agreement with The University of Southern Mississippi’s National Center for Spectator Sports Safety and Security (NCS4) in 2016, INTERPOL opened the door to a strategic partnership, one which would strengthen law enforcement’s ability to ensure the safety and security of major events. This collaboration provides INTERPOL’s Project Stadia with the academic research and knowledge it needs to support member countries as they plan and undertake security preparations for major international events, such as the FIFA World Cup and the Olympic Games. “The NCS4 is proud to partner with INTERPOL’s Project Stadia to enhance safety and security capabilities through education, research and training,” emphasizes Dr. Lou Marciani, Director of NCS4. “The training courses leverage cutting-edge defense technologies and provide invaluable guidance to law enforcement officials in their planning and preparations for major international events.”


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International Sport Safety and Security Professional Certification In September 2017, Project Stadia collaborated with NCS4 to deliver its first training course entitled Sports Security Senior Management Training Course at the INTERPOL General Secretariat in Lyon, France. This event marked the beginning of a promising cooperation between the two institutions and a milestone towards certification, which will be awarded to senior police officials upon successful completion of a series of six mandatory courses. Twenty-seven law enforcement officials from 22 INTERPOL member countries attended the first training session. Observers included representatives from Project Stadia’s strategic partner, Qatar’s Supreme Committee of Delivery and Legacy (the government organization responsible for delivering the infrastructure for the 2022 World Cup in Qatar), as well as the International Federation of Football Associations (FIFA) and the Council of Europe. Six months later, INTERPOL and NCS4 conducted a second training course entitled Risk Management Challenges for Major International Sporting Events. This session included the participation of 27 law enforcement officials from 22 countries. A third training session, Evacuation Challenges for Major International Sporting Events, was recently held October 16-19, 2018, at INTERPOL’s headquarters. “Drawing on our global network of experts, Project Stadia organizes international conferences and training

courses, which allow specialists in major international event policing and security to share their experiences and learn from their counterparts. Our partnerships with established national or international entities, such as NCS4, are crucial in identifying best practices,” explains Falah Al Dosari, Senior Manager, Project Stadia. Six courses are planned for development and delivery by June 2020. Tim Morris, INTERPOL’s Executive Director of Police Services and a strong supporter of the partnership between INTERPOL and NCS4, says, “This collaboration with the University of Southern Mississippi is another example how we reinforce police capacities worldwide. By involving academia in police training, we have taken an important step in serving our member countries. It also reaffirms our commitment to excellence.” For more information on the work of INTERPOL’s Project Stadia: For more information on NCS4/INTERPOL training/ certification opportunities: trainingportal/international/interpol.

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Sports venue operators have come a long way in their weather preparation and management. But they can do even better. A lot has changed since September 21, 1989, the night Georgia Southern squared off against Middle Tennessee State in what would eventually be known as the Hugo Bowl – a reference to Hurricane Hugo, the Category 4 hurricane that made landfall approximately 100 miles from the game. The hurricane generated winds up to 140 miles per hour, and the game was played in a monsoon – cheerleaders, for example, used a canoe to paddle back and forth on the sidelines. “Now, that could never happen; there’s a much greater emphasis on fan safety,” says Dr. Kevin Kloesel, Director of Climate Survey and University Meteorologist in the University of Oklahoma’s Office of Emergency Preparedness. “Back then, the meteorology community hadn’t advanced to a point where it could provide useful safety guidance associated with patterns. But our ability to forecast those hazards has improved so much that there’s much more confidence in that guidance today.” That guidance is being increasingly utilized by athletics administrators and venue operators to prepare for all types of weather-related events – lightning, thunderstorms, tornadoes, high winds, as well as extreme temperatures. “There’s been a very significant evolution in terms of the outdoor event operators understanding the critical risk that weather plays on a daily basis and recognizing that weather is no longer something that just happens and they deal with it,” notes Jonathan Porter, Vice President of Business Services and General Manager of Enterprise Solutions for AccuWeather. “Weather is a major risk from a safety and liability perspective, and venue operators and athletic event operators have an obligation to protect the safety of the players and attendees at a game.” While significant advancements have been made in weather-related protection at sporting events, there remains gaps or areas where athletics administrators can improve, starting with technology.


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TECH SAVVY Technology has played a major role in elevating the use of available weather data, as it has helped turn athletic administrators into their own meteorologist with a variety of weather apps at their fingertips. While this empowerment of information is useful, Kloesel warns that it does have its pitfalls. “The reality is all of the hazards that an event could be dealing with is not going to be easily discernible from that app, and it’s important that athletics administrators lean on a professional meteorological community that has significant expertise in the detection of hazards,” says Kloesel, an emergency management support and education veteran with more than 30 years of experience. Porter also warns against relying solely on weather apps. “With weather apps, there can be a huge variation in the quality of various apps that are out there,” he says. “Some are consumer-facing products and provide toptier data and accuracy, but there are many others out there that just automatically display information with no expert meteorological information provided.” AccuWeather, for its part, offers a site-specific weather warning product called SkyGuard. The twoway communication tool is customized to a venue’s specific needs and provides the venue operator with minute-by-minute weather updates – as a supplement to other warnings and situational awareness tools. “A key aspect to this service is having the opportunity to talk to meteorologists, who know the particulars of the weather situation and venue and can provide weather insights that the operator needs that involve life safety and the schedule of the event,” Porter shares. Another shortcoming with apps is identifying the less obvious weather threat. As Kloesel points out, “Weather to people is dramatic. It’s the clouds, the lightning, the storm, the rain.” But it’s the less obvious threat that can be the scariest.

THE CALM BEFORE THE STORM A storm is typically preceded by gusts of wind, but these gusts can start as a light breeze and then turn into heavy winds so quickly, by the time the weather app notifies an event operator, it’s too late. “Damaging winds run out ahead of lines of thunderstorms and these winds can go from hardly anything to 65, 70, 80 mile-per-hour gusts in a matter of a minute,” shares Porter. “If you’re looking at a weather app, you’re not going to see that.” Another less obvious weather threat is hot or cold temperatures that don’t necessarily reach dangerous levels, but present a serious threat to fans. At the University of Oklahoma’s first home football game this season – a September 1 game versus Florida Atlantic – there were 85 heat-related illnesses that required medical treatment of varying degrees, and more than 200 more that complained of feeling nauseous or uncomfortable due to the heat. The temperature in Norman, Okla., at game time was around 85 degrees with high humidity. The combination, coupled with sunny skies and very low wind speeds, created a weather-related crisis that some event operators may have never seen coming. “On top of the body’s inability to reduce heat, you also have human behavioral traits on game day,” Kloesel shares. “You don’t know how hydrated they are, what medications they are takings or if an individual has consumed alcohol. All of those factors can, when combined with heat, can mean many more complications than when there’s lightning or rain in the areas.” While it would be logical to point the finger at the affected individuals for improperly preparing themselves for the conditions, Kloesel believes some of that blame should fall on the meteorology community. “We don’t communicate effectively in terms of what people put in their bodies on game day and how those things react to heat – it could be as simple as communicating to people taking allergy medication that they could have an uncomfortable afternoon if they don’t properly prepare themselves for the heat.” ‘IN’ THE KNOW In most cases, weather threats are mostly associated with outdoor events, but indoor events are also at risk, albeit with different potential outcomes. Porter’s team has worked with many event organizers on potential snow or ice storms, and determining whether or not that weather event warrants a cancelation or postponement. “With indoor events, there is a whole other set of concerns,” says Porter. “Sometimes we’re working with customers on snow and ice predictions, involving not only the people traveling but, if there’s been heavy, wet snow or rain, is there a threat of the roof collapsing.” Another consideration for indoor events during a major weather event, is to ask whether it is safe to let

“It’s very, very rare that you would find something in the weather that happens as a complete and total shock.” – Dr. Kevin Kloesel

people out in the middle of that potentially dangerous weather situation? Event operators also need to make sure standby generators are all working in the event of a power outage. One of the keys, according to Porter, is working far enough in advance to identify those risks and making sure all action items are in place as far in advance as possible Unfortunately, that type of communication between parties, in particular, involving meteorological experts early in the planning process, can be a challenge onto itself. ROOM WHERE IT HAPPENS Today, venue organizers and event operators are prepared for any natural disaster with the technology to anticipate and prepare for virtually every possible weather scenario. As Kloesel puts it, “It’s very, very rare that you would find something in the weather that happens as a


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“There’s been a significant evolution in terms of outdoor event operators understanding the critical risk that weather plays on a daily basis and recognizing that weather is no longer something that just happens and they deal with it.” – Jonathan Porter

complete and total shock.” But despite the technological support, many in the sports community are unaware of the extensive professional meteorological support that’s available. The other part is in engaging that community in the planning stages. Venue operators can opt to only engage meteorologists reactively once the inclement

weather has arrived. By proactively engaging with them earlier in the week, the ability exists to be prepared for each potential scenario. At the University of Oklahoma, multiple games have moved kickoff times to avoid potential lightning issues, something Kloesel, for one, is extremely grateful for. “Our athletics program here has been incredibly supportive in terms of utilizing that information to make a decision, which maintains the integrity of game day, but also maintains the integrity of safety for the fans,” he says. Ensuring the highest level of success in weather preparation also requires breaking down silos; in particular, between emergency management personnel and athletics administrators. To avoid communication issues, all appropriate stakeholders should be engaged in game day operations meetings or conversations. Thanks to meteorological experts eager to partner with event operators, the weather preparation forecast for sporting events in the short- and long-term are clear skies ahead.

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MIKE NISHI Gameday Security recently sat down with Mike Nishi, Executive Vice President of Business Development and Operations for Chicago Event Management, the group that oversees the Bank of America Chicago Marathon. Nishi first got involved with the marathon while still in high school in 1982, back when the field was approximately 4,400 runners. This year, more than 44,000 runners crossed the finish line at the Chicago Marathon. On the heels of another successful event, Nishi shares the challenges and successes associated with organizing and protecting the second largest marathon in the U.S., as well as discusses what the future of endurance events looks like in this exclusive interview.

Gameday Security (GS): What goes into planning an event of this magnitude? Mike Nishi (MN): Planning starts years in advance. We identify elements of the event that we would like to update or change and start to build a plan to ensure we are doing so in an efficient and effective manner. Right now, we have our sights set on 2020. Our team likes to build a plan at least two years in advance. One example, when it comes to safety and security, is a drill we developed in the event that a stop-and-hold is needed at on-course aid stations. Before this year’s event, we asked aid station captains to join us for a drill to ensure they were prepared if they were called upon to perform this task. It was a drill that we put together this year and it was a huge success, but it took three years to develop. Next year, we will build on the drill by creating a more realistic environment by incorporating a full-scale aid station. It takes patience to develop these plans. There are immediate things that we need to work on, but there are harder things that we want to be able to practice with a drill, capture, record and share with the industry so everyone else can learn from us. As an event of our size, we feel it’s our responsibility to be able to give back to the industry, to lead by example. GS: How has security evolved from when you first started working the Chicago Marathon to today? MN: Things were quite different. Back then, the hardest work was around the production or the logistics of the event. Today, that’s unfortunately the easier part of what we do. Our focus is on emergency preparedness planning, safety and security, the legal and insurance aspects of the business. GS: Is there an incident or security breach during a race that stands out from your past experiences? An example that comes to mind took place at our spring event, the Bank of America Shamrock Shuffle. The race is a Chicago tradition that annually hosts 30,000 runners for an 8K run through downtown. A couple of years ago, there was an incident that was brought to our attention by some of our agency partners at the City of Chicago. About an hour and a half before the race was scheduled to start, we were informed that a person was attempting to jump off one of the bridges on course. Since this was a developing situation, we worked with agency partners to get a better understanding of what was happening. Our priority was to ensure the safety and security of the individual, as well as the participants, volunteers and spectators who would be traveling in that area because of our event. Through our unified command setup and forward command facility, we were able to reroute the start of the race. We worked with city agencies to secure the new course route; clearing vehicles, adding barriers, and sending members of our operations team to that area to make any last-minute changes. The decision making and execution of this plan was accomplished quickly and resulted in a minor two minute delay of the race. Our forward command facility and having the decision makers in one place was critical to the successful implementation of the plan. GA MED A Y SE C U R ITY FALL 2 018


“Whether you’re a race of 1,000 or a race of 45,000, you have that responsibility to provide a safe, secure event for those participants, event staff, volunteers, spectators, and for the people that live in the community.” - Mike Nishi

GS: How important is the local agency or organizational relationships to successfully protecting an endurance event? MN: We need to be prepared as best as we can, and that’s why I think the most important thing that we all need to work on is having a strong relationship with our local agencies and law enforcement. At the end of the day, if something were to happen at that level, that’s where they would take control. Our local partners keep us abreast of what’s happening; they give us an understanding of where their concerns are and then we ask how we can support. Our team works closely with the Office of Emergency Management and Communication, the Chicago Fire Department, Chicago Police Department, federal agencies, and other municipal agencies so everyone understands what’s at stake and their role in helping us to provide a safe and secure event. It is important that we’re all working together, and we’re all in this together. GS: If you’re interested in hosting a marathon or endurance event, what are the most important things you need to consider? MN: Number one is collaboration with local agencies, that’s first and foremost a priority. You need to have that relationship. It is critical to ensure you have a safe and secure event. GS: Do local authorities take in to account the ability to make it safe and secure before they issue a permit, even for like a small village or town? MN: In many cases, yes. I can only speak from my experience with the City of Chicago. The athletic permit includes special events like ours. There are certain requirements that have to be met in terms of street closures, security and staffing, as well as insurance and medical. Regardless of the scale, we still have to provide proof on that type of cover, and provide that type of service from events our size to smaller community runs. Whether you’re a race of 1,000 or a race of 45,000, you have that responsibility to provide a safe, secure event for the participants, event staff, volunteers, spectators, and for the people that live in the community.


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GS: How have you balanced the spectator experience with safety and security measures in a post Boston world? MN: We work closely with local law enforcement to ensure everyone involved in our events has a safe and positive experience. A lot of it comes down to how we communicate with participants, volunteers and spectators. We want to make sure they’re best prepared for the event, be it training or in terms of where they need to go, what they need to do and the different resources that are available to them. I think people are more aware that these things are happening, that there might be extra steps we need to take because we want to provide a more safe and secure environment or event for them. Unfortunately, with world events, they know we have to take these extra steps and precautions, and they understand and appreciate that.

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“As an event our size, we feel it our responsibility to be able to give back to the industry, to lead by example, to do some of this heavy lifting. We have a lot more resources that a lot of other races have, so we want to have the ability to take these exercises and then share what we’ve learned from them with the industry as a whole so maybe they can

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learn along with us.” - Mike Nishi GA MED A Y SE C U R ITY FALL 2 018



After successful implementation in the NFL and MLB, metal detectors are starting to find a much-needed home on the lower levels. Approximately seven years ago, the sports world took its first steps toward tighter security when the National Football League announced it would require all teams to utilize handheld metal detectors at their respective venues. By 2015, metal detectors were mandatory at all NFL and Major League Baseball games. The implementation was not without its problems – it was not uncommon in the early adoption phase to have lines lasting more than one hour to enter a stadium. But teams, organizations and fans quickly adapted and the incorporation of metal detectors at the professional level has become a template other levels can emulate. The only problem is, those levels have been very slow to adopt metal detectors at their events. Dan Donovan, Vice President of Sports and Entertainment at T&M Protection Resources, specifically cites a shortcoming on the collegiate level. “There are just very few NCAA facilities that have gone full metal detection, and I think it’s an area where we have to do more,” he says. Cost has been the obvious deterrence, especially for non-Division I schools and high schools, but Donovan sees other obstacles standing in the way. “Trying to design for a 60-, 70-, 100-year-old stadium is very difficult because you just don’t have the footprint to do it right,” Donovan says. “It’s much easier to deploy metal detectors at a new facility when you can factor in the size and space necessary to do it right, but it’s much more challenging to do it at an older facility that doesn’t have the perimeter to do it right. But another issue is, by creating these long lines right outside my secure perimeter, people fear they are creating another opportunity for the bad guys.” The issue of long lines is exacerbated on the collegiate level, specifically, where there is no option to purchase alcohol inside the venue, so many wait until the last 30 minutes to leave their respective tailgate venues and head inside. According to Donovan, the goal for all venues is to have a wait time under five minutes – that is where his customers have seen the least guest complaints.


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But without the appropriate amount of metal detectors in place, as well as the proper personnel, that fiveminute goal is virtually unobtainable, especially at iconic collegiate football stadiums that hold more than 100,000 people. That challenge has perhaps dissuaded those institutions from considering metal detectors at their venues, but once the professional level provided the necessary blueprint and certain colleges like Boise State University took the leap, it became a matter of when, not if, these top-tier Division I schools would make metal detectors a permanent part of their game day experience. RISING TIDE Metal detectors have slowly permeated the collegiate level, but a mandate from Southeastern Conference (SEC) Commissioner Greg Sankey is speeding up the pace. Earlier this year, a group led by Louisiana State University President F. King Alexander passed a mandate that all SEC football stadiums have metal detectors in place by 2020.

“It’s much easier to deploy metal detectors at a new facility when you can factor in the size and space necessary to do it right, but it’s much more challenging to do it at an older facility that doesn’t have the perimeter to do it right.” – Dan Donovan

SCREENING Not surprisingly, one of the SEC schools leading the way off the field is also the same school that has been leading the way on the field, the University of Alabama. After years of discussions surrounding the potential implementation of magnetometers at Bryant-Denny Stadium, the Tide rolled out its latest security tool on September 8, its home opener versus Arkansas State, but not before a soft test of the technology. “Last year, we did a soft opening in certain locations, placing units in areas where the crowds from specific tailgating locations make their way to the stadium,” says Craig Caldwell, Deputy Director of the Joint Electronic Crimes Task Force at the University of Alabama. “We received a lot of positive feedback so we decided to move forward with it.” The decision to move forward wasn’t as simple as the favorable feedback, Caldwell notes. Like most sporting events across the professional, collegiate and interscholastic levels, there was concern about how this would impact the game day experience. “The game day experience here is important to the fans, students and the faculty that attend these games, so we had to have a clear vision of security and communication coordination between the Office of Public Safety, the university police department and the athletic department,” Caldwell says. “There’s going to be growing pains, but people understand the times we live in – things are a lot different now than they were 20 years ago. People understand and accept that.”

Before Caldwell and the University of Alabama developed its own action plan, it started its magnetometer journey by talking to others that have implemented metal detectors at their venues. Specifically, Caldwell spoke with his security counterparts, many of which were also former secret service personnel like Caldwell, at colleges like Boise State and Baylor, two of the earlier adopters of the technology. Some University of Alabama team members even toured Mercedes-Benz Stadium in Atlanta. “By speaking to others and learning from them, it really helped gives us some great ideas,” shares Caldwell. “And I think that’s really important to do. Every stadium is different in terms of crowd size, crowd flow and stadium footprint.” After this thorough evaluation, the University of Alabama had a much better understanding of its needs and put its plan in place. The next step: communicating this change to the public. The Office for Strategic Communications at the University of Alabama reached out to students, faculty and fans through a variety of platforms, including videos and signage that made these important stakeholders aware of the implementation of magnetometers. Caldwell notes, “The key was communicating the requirements and the expectations so there were no surprises. Every weekend we continue to improve. There’s an organized vision of where we need to go and how we get there, but we have a wonderful fan base here that understands, and we have a great group of people all unified in our efforts to enhance and continue to build a safe and secure environment.”

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Event Management SCREENING

LOOKING AHEAD Technology continues to advance beyond simple metal detection to also include bio-detection. And Donovan also points to longer range metal detectors that can be implemented further outside the perimeter. “I think the technology is coming, and I’m looking forward to seeing it, but it’s just not there yet,” he notes. However, technology does exist today that can help reduce or eliminate human error. In the earlier adoption process, a guest would pass through a magnetometer and if it alarmed, security would use a handheld wand to find what triggered the alarm. Fans could blame a hip or cell phone for the alarm, and it would be at the guard’s discretion to continue screening or let the individual into the event. But now, secondary screeners can be incorporated that precisely pinpoint what set off the alarm. “The technology doesn’t fail – where we fail is the staffing level or the training of the staff to properly implement the surface seizures,” Donovan shares. In the not-so-distant future, there will likely be more metal detection sightings on the lower levels, including on the high school level. Over the summer, Palm Beach

“Every weekend we continue to improve – there’s an organized vision of where we need to go and how we get there… we have a great group of people all unified in our efforts to enhance and continue to build a safe and secure environment.”


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County (Florida) mandated handheld metal detectors at all football games after a shooting outside a Palm Beach Central High School game a week earlier. While costs have always been the primary reason used against implementation on the interscholastic level, with so few access points and significantly less attendees, short wait times and more thorough security screens would ensure the safety of an event heavily proliferated by families and pre-teen children. With so many access points, endurance events have long been viewed as a less-than-viable option for metal detectors, but Donovan believes those race organizers need to change that mentality. “At a marathon or endurance event, you’ve got start-finish areas and you’ve got very popular areas around your course, so segmenting those areas so that you know what’s in that perimeter makes sense,” he says. “At the end of the day, the visual presence of appropriate law enforcement and security is the number one deterrent we have in the industry.”

Event Management MEDICAL


STOP THE BLEED These three simple steps to controlling bleeding could mean the difference between life and death. BY LINDSAY GIETZEN & DARCY LEUTZINGER

Consider this: Blood loss due to trauma is the leading cause of death in people age 45 and under. After the devastating school shooting at Sandy Hook Elementary School, law enforcement, first responders and medical professionals around the country gathered together to develop a proactive answer to bleeding emergencies. In 2013, the Harford Consensus, in partnership with the American College of Surgeons, created the curriculum for Basic Bleeding Control (BCON - Basic). This curriculum is crucial not only for use by medical professional athletic trainers, but for athletes, security teams, and civilians. It is everyone’s responsibility to learn the skills necessary to save a life, should they be faced with a friend, family member, client, or patron that has been injured. It is everyone’s responsibility to become a first responder and make a difference. Bleeding control curriculum is organized into three simple steps, and it should be implemented in every public establishment. The first step in bleeding control is ALERT. During this step, civilians become the first responders and activate the medical response system by calling for emergency response services. At this time, the provider will locate a bleeding control kit and begin administering life-saving treatment to the victim. In situations where there is an active threat, paramedics may be prevented from entering

a site for hours. A person can bleed to death in three minutes, placing the ability to save a life in the hands of bystanders. Once the emergency response system is alerted, the responder will begin the next step in the bleeding control algorithm. The second step in bleeding control is BLEEDING. The provider will need to identify the type and source of bleeding. There are multiple locations that the bleeding can be classified into – extremity wounds, torso junctional wounds and chest/abdominal wounds. Extremity wounds consist of any bleeding injuries to the arms and legs; these are the most survivable bleeding injuries. Torso junctional wounds are injuries to the neck, shoulder and groin. Chest/ abdominal wounds are injuries to the chest or abdomen, and require immediate surgical intervention. Along with the location of a bleeding injury, the type of bleeding injury is also critical to define. Life threatening bleeding is when bleeding is uncontrolled and compromises the victim. These types of bleeds usually result from damage to an artery, and the bleeding can be described as red in color and spurting from a wound. It may also be noted that the victim has an altered mental state or is unconscious. After the victim has been identified as having a life-threatening bleeding injury, the provider can begin treatment. The third and final step in bleeding control is COMPRESSION. Compression reduces blood loss and GA MED A Y SE C U R ITY FALL 2 018



improves survival in victims with bleeding injuries. The bleeding needs to be quickly controlled with pressure, packing, and/or tourniquet application. Pressure and packing can be used on any location of bleeding. The pressure should be applied directly over the wound and held until help arrives. Packing should be applied directly into a wound and direct pressure should be applied over the packing. The responder should not remove packing that has been placed in a wound. It should remain in place until help arrives. The tourniquet can be applied on extremities if the victim has a wound to the arms or legs. Tourniquets need to be applied closer to the core of the body, higher than the wound, and tightened until all bleeding stops. Tourniquets can be very painful, but should be left in place until emergency responders arrive. The use of tourniquets is a life saving measure and has decreased the number of fatalities in the military by 67 percent from 2005-2012. The life-saving skills in the Basic Bleeding Control course should be implemented in every public venue. The lessons learned from those who have died from bleeding injuries have been written in blood. Bleeding control kits, such as the TAC PAC, should be as readily available as CPR AED kits. To learn more about bleeding control certification programs and to order bleeding control kits, please visit premiersafetygroup. com. 1.

Eastridge BJ, Mabry RL, Seguin P, et al. Prehospital death on the

battlefield (2001–2011): Implications for the future of combat casualty care. J Trauma Acute Care Surg. 2012;73(6 suppl 5):S431-S437

It is everyone’s responsibility to become a first responder and make a difference. Lindsay Gietzen, M.S., PA-C is an Associate Professor and Clinical Coordinator of the Michigan State University PA Program. She is the former Physician Assistant and Clinical Manager in Neurological Surgery at the Michigan Brain and Spine Surgery Center and the former Clinical Coordinator of the Wayne State University Department of Physician Assistant Studies. A Wayne State University graduate of the Master of Science in Physician Assistant Studies, Lindsay also earned a Bachelor of Arts in Sociology and University Honors at the University. She is currently a Ph.D. candidate in Education: Evaluation and Research, Quantitative Methods. She is a Member of the Michigan Academy of Physician Assistants, American Academy of Physician Assistants, Physician Assistant Education Association, and Director at Large of the Association of Neurosurgical Physician Assistants. She is a certified bleeding control instructor through the American College of Surgeons and the Director of Medical Education for Premier Safety Group. Darcy Leutzinger spent 27 years in law enforcement with the Warren Police Department. He retired as an Executive Lieutenant in Special Investigations/Narcotics Enforcement. Darcy was also selected as the Commander of the Special Response Team, with 23 years on the team. After law enforcement, Darcy was hired by Quicken Loans to build an Investigations and Executive Protection team. Both are now the standard for excellence in the private security field. Darcy founded Premier Safety Group as a special blend of the very best in the law enforcement, medical and private security professionals.

Prepare Your Venue: Stop the Bleeding Get Certified Enroll your safety team in a certified BCON – Basic course. Premier Safety Group offers a Train-the-Trainer model that makes training easy and efficient for your safety team. Get Equipped Bleeding Control Kits should be available in every AED cabinet and on all security personnel at a minimum. The TAC PAC bleeding control kits meet the specifications

recommended by the Hartford Consensus.

JOIN US AT ONE OF OUR UPCOMING SUMMITS! DON’T DELAY - REGISTER TODAY National Marathon Safety & Security Summit (December 11-13 / Orlando, FL)

National Intercollegiate Safety & Security Summit (January 29-31 / Durham, NC) National Commercial Sport & Entertainment Facilities Safety & Security Summit (February 19-21 / Durham, NC) National Interscholastic Athletics & After-School Activities Safety & Security Summit (April 3-5 / Katy, TX)

Event Management

XXXXXX Dek. Dek.

By Paul Steinbach

I Photo Credit

magine that you’ve just tested your pool water and found it to be — the actual numbers are irrelevant to the story — just fine. A member approaches you 10 minutes later, still in her bathing suit, dripping water on your shoes, and says, “The pH in the pool is high.” You say, “I just checked it and it seemed fine, but I’m happy to look into it,” even though you’d rather say, “Really? You must be a human chemical testing kit, because the water is actually perfect!” At that moment, would you rather be in the fitness business, or on a beach someplace?


Paul Steinbach (, @ SteinbachPaul) is senior editor of Gameday Security.

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