Local Govt Events Procedures Guide

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-Local Government Events Procedures Guide

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Executive Summary

These guidelines have been developed by EventsCorp in an effort to assist LocalGovernments in Western Australia to fast-track the event approval process, facilitatethe planning process and maximise the benefit of events for the community.

The aim of this Guide is to provide Shires with a simple checklist and centraldocument, to assist event organizers in the initial planning and developing of events.The Guide also outlines the standard requirements, regulations and applications forconsideration when preparing an event to assist in satisfying Federal, State andLocal requirements.

Please note that this document has been designed as a guide only, and does notprovide a complete representation of local government requirements. In addition, thisdocument is subject to changing rules and regulations without prior notice, andtherefore should not be solely relied upon for the processing of event applicationsthrough the Shire.

Special Events: A Managed Approach, produced by EventsCorp, may providefurther assistance in event planning and development. Both documents can be foundon Tourism Western Australias website at www.westernaustralia.com.

EventsCorp, a division of the Tourism Western Australia, is responsible for assessingthe development of event tourism in both metropolitan and regional areas of WA.

To further assist in the development of events within Regional Western Australia andto foster State tourism opportunities, EventsCorp provides funding for selectedevents through the Regional Events Scheme.

The Regional Events Scheme criteria for funding include: An events ability to bring additional tourism income to regional communities

by increasing visitor numbers and expenditure in the host community(economic impact);

Extending the length of the traditional tourist seasons by better utilisingtourism facilities and services during off-peak or shoulder periods; and

Attracting media coverage that will assist in raising the profile of the region asa tourist destination.

We hope this Guide is of assistance in planning events in your Shire, providing anoverview of the many considerations and requirements, and better equippingWestern Australian communities to produce and accommodate quality events.

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http://www.westernaustralia.com/http://www.westernaustralia.com/


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To view Contents: Hold down CTRL key and left click on topic.

Contents1. Introduction 7

1. Consideration of Events 8

Value of Events 8

2. Shire Assistance and Responsibilities 9

2.1. Attracting and Bidding For Events 9

2.2. Sponsoring Events 9

2.2.1. Assessment Criteria 10

2.2.2. Events that May Not Be Funded 11

2.2.3. Suggested Guidelines to Assistance Eligibility 12

2.3. Council Responsibilities 12

2.4. Planning Permits 13

3. Pre-Event Checklist and Requirements 14

4. Event Communication 18

4.1. Communicating with Event Committees 18

4.1.1. Event Committee Responsibilities 18

4.2. Information Centres 19

4.3. Communication Systems 19

4.3.1. Event Organisers and Staff 19

4.3.2. Public Communication 19

4.3.3. Telephones 20

5. Event Timing and Scheduling 21


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6. Venue Selection 22

6.1. Site Plan 23

6.1.1. Site Plan Checklist 23

6.1.2. Site Map 24

6.2. Entry and Exit Details 26

7. Road Closures and Traffic Management 27

7.1. Road Closures 27

7.2. Traffic Management Plans 28

7.3. Traffic Management Personnel and Implementation 28

8. Risk Assessment and Management 29

8.1. Identifying Potential Risks 29

8.2. Assessing Potential Risks 30

8.2.1. Risk Impact Graph 31

8.3. Treating Potential Risks 31

8.4. Risk Management Template 32

8.5. Ongoing Monitoring and Review 32

8.6. Management Action Plan 33

8.7. Emergency Response 33

8.8. Insurance Requirements 34

8.9. Event Accident Report Form 34

Example Accident Report Form 35

9. Security and Crowd Control 36

9.1. Security Plan 37

9.2. Other Security Considerations 38

10. Emergency Management 39

10.1. Crisis Communication Plan and Media Management 40


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11. Signage 41

11.1. Directional 41

12. Australian Performing Rights Association (APRA) License Information 43

12.1. APRA Background and Role 43

12.2. License Details 43

12.2.1. License for Box Office (Ticketed) Events 43

12.2.2. License for Free Events 43

12.2.3. License for Corporate and Industry Functions 43

12.2.4. APRA Contact Details 44

13. Liquor and Gaming Licenses 45

13.1. Liquor License Details 45

13.1.1. Occasional License 45

13.2. Gaming License Details 46

13.3. Department of Liquor, Gaming and Racing Contact Details 48

14. Public Health and Safety 50

14.1. First Aid 50

14.2. Food Safety and Requirements 51

14.2.1. Temporary Food Premises 51

14.2.2. Mobile Food Premises 52

15. Power, Lighting and Gas Supplies 54

16. Toilets 55

16.1. Toilets for Temporary Events 56

17. Parks and Gardens 57

18. Litter 57

19. Camping 58

19.1. Camping Facilities 58

20. Drinking Water 59

21. Sun Protection 59


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22. Fireworks and Pyrotechnics Permits 60

22.1. Display Permit Details 60

22.2. Department of Industry and Resources Contact Details 61

23. Noise Regulations and Approvals 62

23.1. Outdoor Concerts 62

23.2. Community Activities 63

23.3. Process for Approvals 63

24. Event Checklist 64

25. Debrief and Survey 65

25.1. Post Event 65

25.2. Sample Debrief Survey Form 65

26. Event Cancellation 67

27. References 68

28. Recommended Reading 68


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1. Introduction

Whilst every precaution has been taken to ensure the accuracy of the contents of this

document, legislation and procedures are constantly changing and the information issubject to change without notice. Tourism Western Australia and EventsCorp cannotbe held responsible for any changes, errors or omissions.

EventsCorp would like to acknowledge the City of Ballarat for the invaluableassistance that has been provided in the preparation of this document. The WesternAustralian Department of Health, Cities of Mandurah and Rockingham [web site] andthe Shire of Busselton also assisted in production of this document.

Event planning, approval and implementation often involves cooperation betweenkey stakeholders, ranging from the event organisers and community groups, toparticipating sporting associations and their sanctioning bodies, local governmentand other consenting authorities such as Police and the Department of Conservationand Land Management. The planning processes and operational procedures forevents can often be complex.

A key factor in the success of events is effective communication and teamworkbetween all stakeholders, from the approval and planning stage through toimplementation and event management. .

Events have the potential to produce ongoing benefits for local communities, andthrough fostering partnerships with event organisers Local Government, can assist inmaximising the potential benefits of the events hosted in their Shires.

Some events leverage established characteristics, or iconic experiences to boost thepromotion of the event. On the other hand, events can assist in building this iconicexperience, or local characteristic for the local area. For example, Margaret River hasbeen positioned as an internationally renowned prime surfing destination through thedevelopment of the Salomon Masters at Margaret River. Events can also assist inpositioning the host destination as a highly regarded tourist destination whilstincreasing the economic contribution to the community.

To assist in event success, it is essential that all relevant Federal, State and LocalGovernment regulations and requirements are considered in the planning anddevelopment stage. Failure to do so can be detrimental to both the community and

the events ongoing success, potentially resulting in the safety of event personneland participants being compromised, the risk of litigation, the cancellation of theevent and the possible decline of approvals for subsequent events.

The manual Special Events- A Managed Approachproduced by EventsCorp, mayprovide further assistance in event planning and development. Both documents canbe downloaded from Tourism Western Australias website atwww.westernaustralia.com/en/industry/events
http://www.westernaustralia.com/en/industry/eventshttp://www.westernaustralia.com/en/industry/events


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1. Consideration of Events

Numerous events in Western Australia are synonymous with the location in which

they are held. Examples include; Blues at Bridgetown, Salomon Masters at MargaretRiver, Dowerin Field Days, Broomes Shinju Matsuri, Mandurahs Crab Fest,Northams Avon Descent, Kulin Bush Races and the Ord Valley Muster to name afew.

Such events create considerable awareness for the town or location in which theyare held and can contribute significant economic impact to local businesses, industryand community development.

As a guide, events should aim to be unique to the region, and create a local flavour,of ambience and authenticity.

Other considerations when planning an event include local tourism seasonality andavailability of facilities. Planning for an event to occur during peak tourism seasonwhen all the accommodation and restaurants in town are full is not the best way tomaximise event outcomes. Events should aim to attract visitors during shoulder orlow periods.

The Value of Events

Events present a multitude of opportunities and benefits to the community, includingincreasing community pride and spirit, the use of tourism and recreational facilitiesand amenities during the off-season, the opportunity to broaden cultural awareness,job creation, skills development [sporting, artistic, and volunteer opportunities],increased education, further development or upgrade of community facilities throughrevenue raising, broader regional development, assistance to local charities, and theattraction of State and Federal grants and private sponsorship into the localcommunity.

Governments may support events in order to: Mark an important regional, state or national occasion; Create economic, social and environmental benefits; Deliver services, e.g. arts, sport, development; Support Government initiatives, e.g. road safety, tolerance, health; Promote tourism;

Create jobs; Promote business and investment opportunities; and Create infrastructure development.


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2. Shire Assistance and Responsibilities

2.1. Attracting and Bidding For Events

Many regional communities bid for pre-existing and established events, or extendingcity events into regional areas, such as the Perth International Arts Festival. Visual artsare often taken on road shows to regional areas by Federal and State Governments.

The benefits of bidding for established events includes the ability to attract visitorsduring non-peak periods when accommodation and facilities are readily available, theability to forecast visitor numbers and likely economic impact and having an establishedparent body to manage the event.

As a guide, when an event organiser is considering event location, the following aspectsmay be taken into consideration;

The level of support for the event both at a local and state level; The quality of relevant facilities/amenities in the region and availability; The costs involved in both locating and operating the event within the region; Accessibility of the region for the event; and Profile of the region.

Considering the above points, Local Governments can assist in attracting events to theirregions in a number of ways including;

Offering letters of support and assisting to source letters of support from otheragencies;

Providing supporting promotional material for the region including displays,videos, publications etc;

Assistance through a Local Government street banner program. The bannerprogram adds a sense of excitement and festivity to the event. It also bringsmovement and life into the community and generates community pride.

Provide seed capital and/or financial support via sponsorship Offering to waive certain civic fees if the economic impact of the event justifies

the discount; Assisting with the hosting of delegates. Local Governments can hold a welcome

event to allow the delegates to meet relevant people within the community anddemonstrate the value of the event to the delegates, and;

Provide in-kind assistance with use of infrastructure, plant and/or labour.

2.2. Sponsoring Events

Many Local Governments in WA seek to create a positive economic impact for thecommunity through events which attract increased overnight visitation. The visitorsgenerated through major events (festivals, arts, sport, recreation, special interest,food and wine, cultural etc) can provide an economic injection into the community,increase awareness and image of the location, reduce seasonality and engendercommunity spirit.

Local Governments may wish to commit to supporting major existing events and thenew events with developmental potential.


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Local Governments may provide the following support to an event:

Preparation and presentation of formal bid documents for attracting major

events; Hosting venue and facility inspections; Supply of promotional material including brochures, videos and other

appropriate tourism and general information, a calendar of events (both hardcopy or on a website), and any other cross-promotional opportunities thatmay be available;

Support in determining appropriate venues and negotiating venue use; Assistance in obtaining funding and sponsorship; Information on relevant contacts for the logistical components of a major

event; Other support as may be necessary to achieve the desired outcomes; and

Financial support through sponsorship.

Local Government Authorities may refer to the suggested assessment criteria belowwhen assessing any requests for support and/or sponsorship.

2.2.1. Assessment Criteria

a) Economic Impact of the Event

The ability of the event to attract significant numbers of visitors (participants andaccompanying persons), from outside the region, for at least an overnight stay. Theevent should have a positive impact on the community. Where possible, data should

be supplied to assist with estimating the level of visitor spending in the region duringtheir stay (including number of visitors, origin and length of stay).

b) Capacity to Host the Event

Event holders will need to demonstrate the necessary physical, technical andfinancial capacity to manage the event. This includes the provision of appropriatevenues, availability of personnel to run the event and the availability ofaccommodation and other infrastructure to support the event.

c) Financial Viability

Events may be assessed on their capacity to attract sponsorship (cash and in-kind)from private and public sector bodies as well as the capacity to maximise earningsfrom items such as merchandising and ticket sales. Assessment may also be madeon the events ability to become self-sufficient and sustainable after an initial periodof support.

d) Marketing and Promotional Strategy

A marketing strategy should be provided to indicate how the event will attract theexpected number of visitors.


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e) Event Management

The expertise and experience of the event manager, including details of the legalstatus of the auspicing organisation may be taken into consideration. A sound andappropriate management structure should be in place.

f) Event Program

Full program details should be provided.

g) Regularity of the Event

Ongoing [annual] events may be considered more favourably than one-off events.One-off events may however be supported if there is a significant economic impact tothe community.

h) Profile of the Event

The event may be considered on its ability to attract media attention to the Shire -locally, within the state, nationally and internationally.

i) Timing

The timing of the event in terms of availability of accommodation and complimentaryor opposing events may be considered. Events being held when there is little or noaccommodation available may be scored less favourably as there would be limitedeconomic impact.

j) Compatibility with Local Governments Objectives

The event should be compatible with the Local Governments core values and fit withyour historic and cultural nature.

2.2.2. Events That May Not Be Funded

The Local Government may decide to not fund events for various reasons. Forexample, an event run by a group that is not an incorporated body or registeredbusiness may provide too much risk with regards to legal liability.Possible reasons are listed below;

Non incorporated or non registered businesses; Events where there is no positive impact on the community; Events outside of the municipality; School or other events where no visitation is generated; Funds for capital works associated with an event or the purchase of

equipment; Events held within two months of the funding application being made; or Events that are held for profit (for commercial businesses or individuals).


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2.2.3. Suggested Guidelines to Assistance Eligibility

Funding is generally only available to an incorporated, not-for-profit organisation.This protects Local Government and individuals involved with the event frompersonal litigation whilst increasing the philanthropic contributions that the LocalGovernment makes to the community. It is suggested that applications for assistancebe made a least 10 weeks prior to the event being held (date of commencement),this will provide the Local Government Authority with the opportunity to review theevent and ensure that it is run to the maximum benefit of the community.

It is suggested that events receiving sponsorship comply with the followingconditions:

The Tourism Visitor Centre should be used for accommodation bookings(phone number included on all marketing material, web sites etc). this willensure that as much business as possible is conducted within the host

community; Local Government should be acknowledged as a sponsor of the event and

receive the same benefits offered to other sponsors (relative to the level ofsponsorship);

If the event does not proceed, the funding provided should be returned in fullwithin three weeks of being notified by Local Government;

An event evaluation should be provided within six weeks of the eventsconclusion (in the format specified with the sponsorship agreement);

Local Government should not be responsible for any expenses or lossesincurred as a result of conducting the event. All fees and charges must bepaid by the event organisers in relation to the conduct of the event; and

All necessary permits and permission should be obtained from the relevantauthorities, by the event holder, prior to the commencement of the event.

2.3. Council Responsibilities

Local Government Authorities need to ensure that all activities run within thecommunity do not jeopardise the safety of its members and are run to the maximumbenefit of the community.

Following is a checklist that will assist to ensure that the relevant Local Government Authority and non-Local Government event approvals are considered by eventorganisers.

These approvals have been put in place by Local, State and Federal Governments toensure that events are run as safely and fairly as possible.


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2.4. Planning Permits

Depending upon the event, its duration, location and zoning - a planning permit maybe required under the Local Government Authorities Planning Scheme to use a siteand/or buildings. The process involves the consideration of land use, appropriatedevelopment use and the minimisation of off-site amenity impacts.

Discussion with the Local Government Authority early in the planning stage isrequired to determine:

a) Whether a planning permit is required;b) The fee and application detail; andc) If additional consultation with key stakeholders is required

Applicants are generally encouraged to discuss and explain their proposals tosurrounding residents/businesses or any other affected parties prior to the lodgement

of an application for a permit.

Issues for consideration include; the number of people, hours of operation, acousticcontrol measures for other noise control, parking availability, on-site securityprovisions etc.

Substantial penalties can exist for breaches of the scheme (i.e. operating without apermit if one is required) or for breach of conditions which may be imposed onpermits (i.e. relating to patron numbers, hours of operation limits, control of musiclevels etc).


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3. Pre-Event Checklist and Requirements

This check list has been developed to ensure that event organisers are directed toapply for all relevant approvals/ permits both within the shire and with otherappropriate authorities.

1. Will roads and/or traffic be affected by the occurrence of the event?

If so,Please submit an application for road closure and a trafficmanagement plan. Please note: a minimum of four months is requiredto process a traffic management plan and application for road closure.

2. Will the event be held in/ or on Local Government /Stateland or facilities?

If so,Please complete a facility booking/ hire form.

3. Is land use approval required?

If so,Local Government to provide the event holder with relevantapplications to be submitted for approval.

4. Will the event require the use of any Local Governmentequipment such asbarricades or additional bins?

If so,Please complete an equipment booking/ hire form. Check thefrequency that bins require emptying during the event and book withthe relevant Local Government department. Arrange for the deliveryand collection of the equipment.

5. Will the event be utilizing any of the Local Governments banner displaypoints? (entry point banners, main street banners, public facility banners etc)

If so,Please complete a banner display point booking/ hire form.

6. Will the event feature food vendors (stall holders)?

If so,Please provide a list of all of the food vendors, what they will beselling, health regulation compliance certificates and public liabilityinsurance certificates of currency. (Attachment 1, informationregarding Australian Food Standards to provide to event holders)


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7. Will the event feature market traders (including stall holders/ buskers/hawkers)?

If so,Please provide a list of all traders present during the event, a list ofwhat will be sold and public liability insurance certificates of currency.If buskers are present please complete an application for a buskerslicense. (Attachment 2, information relating to trading and hawkerlicenses, noise restrictions and music licenses to provide to eventholders where applicable)

8. Will the event feature any amusements and/or activities operated by partiesother than the event holder?

If so,

Please provide a list of all of the parties that will be attending, outliningthe attractions that each will be operating and public liability insurancecertificates of currency for each. If the attractions involve theconstruction of temporary structures then structural engineercertificates will also be required.

9. Will the event feature live musical performances or broadcasts of protectedsound recordings?

If so,Please instruct the event holder to acquire a license for the duration ofthe event from APRA (Australasian Performing Right Association).

(Attachment 3, APRA license application form and organisationcontact details to provide to event holder)

10. Will the event impact on local residents or business operators?

If so,Please gain in-principle approval for the event from all of the residentsand business operators in the area that may be affected by theoccurrence of the event. If any concerns are raised it will be necessaryto provide a public forum for the concerns to be heard or for eachconcern to be individually addressed.

11. Will the event involve the construction of any temporary structures includingmarquees or stages?

If so,Please provide a list of all proposed temporary structures along withall relevant structural engineer certificates.

12. Will the event be utilising public conveniences?

If so,Please ensure that the public conveniences are booked for cleaning

both during and following the event if necessary.


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13. Will the event require access to any public power outlets/ boxes or publicwater taps?

If so,Please ensure that relevant booking forms have been completed, thatthe facilities are available during that time frame and that the eventholder will have access to any necessary keys etc.

14. Ensure that all event holder insurance papers have been sighted and arecurrent.

Sighted

Not yet sighted, to be provided by _________________________.

15. Ensure that all relevant Local Government indemnity forms and agreements

have been signed by the relevant parties.

Completed and signed

Not yet completed or signed

16. Will there be alcohol consumed at the event?

If so,Ensure all relevant parties, including local residents and police havebeen advised. If alcohol is to be sold ensure that all relevant liquorlicenses have been sought and that provisions are in place to meetthe conditions of the license/s. Ensure that the service of alcoholdoesnt contravene any standing sponsorship agreements. Ensurethat the service of alcohol at the event falls within current Shirepolicies. (See attachment 4 for details regarding liquor licensing andthe Department of Racing, Gaming and Liquor)

17. Does the purpose of the event serve to raise funds or will there beindependent parties using the event to raise funds.

If so,Ensure that all relevant licenses and permits allowing for a fundraising

activity within the Shire have been completed.

18. Will there be gaming activities occurring at any time during the event?

If so,Ensure that all relevant licenses have been obtained, both State andLocal Government, that all relevant parties have been notified,including police and local residents. Ensure that any gaming activitiesdo not contravene any standing sponsorship agreements. That theoccurrence of such activities doesnt conflict with relevant LocalGovernment policies. (See attachment 5 for information on gaminglicenses and the Department of Racing, Gaming and Liquor)


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19. Will there be a fireworks or pyrotechnics display at any time throughout theevent?

If so,Ensure that the event holder has gained the relevant approvals fromthe Department of Industry and Resources, including sign-off from theShire and the local fire brigade. Ensure that all local residents andemergency services have been advised of all details of the displays.(See attachment 6, for details regarding fireworks and pyrotechnicdisplay permits and the Department of Industry and Resources)

20. Will the event be erecting any signage within the Shire?

If so,Ensure that all relevant licenses and approvals have been gained andthat all signage and associated structures has been approved by

Local Government.

21. Is security required for crowd control or to protect equipment?

If so,Sight the licenses of the security company and all employees.


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4. Event Communication

4.1. Communicating with Event Committees

The appointment of one Local Government representative for all eventcommunication and correspondence will minimise the potential formiscommunication. One point of contact from the Local GovernmentAuthorityandthe event organizers will assist in ensuring that all parties are clear about whom toliaise with.

If this simple arrangement is not feasible, then a comprehensive list of eventpersonnel, contact details and responsibilities will provide a starting point fordeveloping a communication policy.

In the case of a complex event organisational structure, the Local GovernmentAuthoritymay look to attending occasional event organiser management meetings to

ensure that all event issues and obligations are being met within the set deadlines.

4.1.1. Event Committee Responsibilities

Where an event has several responsible parties, committees or sub-committees it isadvisable to ensure the event holder provides a list of personnel, their responsibilitiesand their contact details to ensure that the correct people can be contacted if urgentmatters arise.

Below is an example contact sheet. This document can also be useful to the LocalGovernment Authority should they receive any enquiries from visitors or residents, orif there are any issues during the hosting of the event.

Personnel Name Address Contact Phone ResponsibilitiesEvent management.

Traffic management,emergencymanagement,security.

Site plan.

Communications andcontacts,

sponsorship andpromotion, localcommunity.

Health and medical,food and alcohol,public health andsafety.

Insurance, finance,permits and filing,post event activities.


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4.2. Information Centres

An information booth, desk or office should be set up at the event to provide thefollowing:

Emergency co-ordination centre; First aid posts and public communication; Communication with event organisers and staff; Maps of the site for patrons, sponsors and key stakeholders; Detailed information about the event and its activities; and Staff knowledgeable in all aspects of the event.

The information centre is where information about any aspect of the event during itsoperation can be gained and where consultation occurs in relation to major decisionsbefore being executed.

The information centre staff will know how to contact the event manager at all times.

At a small event, this may be by mobile phone [if range permits], two-way radio orloud hailer.

Make sure that the information centre is marked on the event site plan.

4.3. Communications Systems

4.3.1. Event Organisers and Staff

All event holders and staff should be in contact via the Information Centre. Eventholders may have a separate representative at the Event Information Centre tofacilitate the provision and dissemination of public information.

The communication system should not rely on one single system and it should haveits own backup power supply. In the event plan, ensure that the name and contactdetails of the person who is responsible for the communication system is provided.

4.3.2. Public Communication

Event holders must be able to communicate with the crowd both for publicannouncements and in emergencies. Consideration should be given to the style andcontent of announcements:

Most emergency vehicles have communication systems that can be used in anemergency if public address systems cannot be placed inside the venue. Anotheroption available for event holders is the use of closed circuit television to providevisual information to the public, particularly to cater for people with hearingimpairment.


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4.3.3. Telephones

It is strongly recommended that event holders have a landline telephone or otherreliable means of communication readily available at the venue to contact police,emergency services, maintenance and other support services.

It is desirable for public telephones to be available at events with large numbers ofpatrons attending. Where permanent facilities are not available, event organisersshould contact a telecommunication service so that temporary public telephonefacilities can be provided.

Temporary additional support to the mobile network may be required at remote publicevents, or at very large events.


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5. Event Timing and Scheduling

Event timing is often critical to the success of an event. It can also play a major rolein the resulting impact that the event may have on the local community.

Events can be used as development tools, assisting in increasing economic activitywithin a town and encouraging the development of additional facilities. The timing ofan event can determine the accomplishment of these goals.

The potential economic impact of the event is maximised by scheduling an event inthe shoulder period of the tourism season when more bed nights are available.

Other important factors to consider when approving the timing of an event include; How much lead time is required to produce the event- have the organisers set

realistic lead times?

When will the participants of the planned event be most likely to attend? I.e.school holidays, business hours, weekend or weekdays.

What else is scheduled to occur at that time? Clustering similar eventstogether can be beneficial as long as the events are not competing forfacilities or participants. This also works when the events are small tomedium; however grouping large events together may put too much pressureon local resources.

What dates are available at the proposed site? When can the essential people be there? When is the volunteer force most likely to be available to assist? Will the event be competing with any other events [including events in other

regions]?


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6. Venue Selection

The venue is often vital in determining the success of the event. A venue can assistin increasing the amount of potential interest that an event generates.

Factors to consider include; Is the venue an attraction in its own right? This may assist in defining the

event, providing it with a point of difference. Is the venue easily accessible to participants, spectators and the media? Does the venue minimise infrastructure costs? Does the venue appeal to the target market?

A risk assessment is also advantageous when assessing whether an event suits aparticular site, especially an outdoor event. [Refer to: Risk Assessment andManagementon page 29]

The choice of a venue or site that is suitable for a particular event will depend on anumber of factors, such as:

Type, timing and duration of the event; Expected number of attendees; Size and location of the area; Existing facilities:

o Accommodation/camping;o Availability of potable water, toilets, ablution facilities and power

supply;o Solid and liquid waste collection, storage and disposal;o Food services;o Car parking facilities, traffic flow;o Availability of shelter;o Access for persons with a disability; ando Facilities for the care of young children.

Environmental factors such as:o Weather conditions/time of the year;o Proximity to reservoirs, water catchment areas and the risk of pollution

of natural resources;o Other potential impacts on the environment;o Proximity to residential areas and noise levels; ando Surface drainage.

Access and egress for those attending, emergency vehicles, and service

vehicles such as waste collection services; Potential impacts on cultural heritage sites; and Land tenure [Local Governmentor private], National Parks CALM/ native title

issues.


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6.1. Site Plan

A site plan is a map that ensures all parties are clear about the set-up of the event.

A site plan assists with Local Governmentapprovals and minimises any confusionwhen discussing the location of the event and associated infrastructure. A site plan isalso essential for other event stakeholders including;

Event personnel; Volunteers; Emergency services; Media; Vendors; Participants; Spectators; General community; and Sponsors.

The site plan must be as simple and informative as possible to minimise anyconfusion about what is contained within the event and exactly where it is located.The site plan should be posted throughout the event at entrances, exits and thecentral command centre.

It is often useful to have copies of the site plan distributed throughout the community(via the local paper or a mail drop) and with promotional packs or tickets to ensureboth event attendants and the general community are aware of the event set-up. Thiswill assist in minimising the adverse effects that the event may have on the localcommunity by allowing them to forward-plan and accommodate any inconveniencessuch as road closures.

In order for a site plan to be useful to stakeholders it is essential that it covers everyaspect of the event however, a spectator site plan may be simplified, showing onlyessential directions and main attractions. Refer to the checklist when checking siteplans.

6.1.1. Site Plan Checklist

Venue Featureso Surrounding features and landmarkso Entrances and exitso Pedestrian route

o Vehicle accesso Parking, buses, drop-off areas etco Bus stops and taxi rankso Disabled parking, set down and pick upo Restricted areaso Main power, water, gas etco Standby generatorso Picnic and quiet areaso Fire fighting equipmento Emergency access and exit routeso Triage centres mass casualty


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Amenities and Serviceso Headquarters/ Control centreo Securityo First aid postso Information centreo Media centreo Telephoneso Toilets, disabled, baby change facilities etco Rubbish binso Licensed and unlicensed areaso Lost children and property centreo Drinking watero Seatingo Shelter and shaded areaso Ticket saleso PA System

Event Activities and Attractionso Stage locationo Storeso Liquor outletso Entertainment siteso Food/ vendor stallso Start/ Finish lineso Commentaryo Fireworks areas

6.1.2. Site Map

Detail the location of facilities and activities of the event on the grid provided below.The following information is a guide only of what should be included on the site plan:

Access and egress points for vehicles and people; Parking; Activities and entertainment areas; Public telephones; Camping areas; Public transport set-down and pick-up points; Emergency services; Restricted or prohibited areas;

First aid points; Sheltered areas; Food stalls Toilets; Information centre; Lost and found children and property centres; Water bodies; Hazards; and Water points.


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Below is an example of a site plan grid.

E.g. Scale: 1 square = 3 m


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6.2. Entry and Exit Details

To ensure entrances and exits are efficient they must be designed to cater for thetype of crowd, number of patrons and various situations that arise throughout the lifeof an event.

They should:

Provide clear exit and escape routes; Have separate vehicular and pedestrian access; Be kept clear of all other activities; Provide for supervision; Marshalling and directing of crowds; Provide access for emergency services and their vehicles; Provide access for wheelchairs; Stagger entry times by timetabling entertainment; Have sufficient and appropriate barriers, fences, gates and/or turnstiles; Locate ticket sales in the vicinity of but separate from entrances; Provide sufficient and appropriately trained staff; Have control points for searching for prohibited items (glass, weapons,

alcohol, drugs); Have barriers that dont impede entrance or exit to the event by crowds; Provide a secure area for storage of confiscated goods; Have toilets and site maps located nearby; Have clear, well-lit entrance and exit signs; and Provide separate entrances and exits for entertainers and staff.

For all events:

Exit widths must comply with the Building Code of Australia; Exits for outdoor events should be evenly distributed around the event site; Paths of travel to exit doors must be kept clear of obstructions and electrical

equipment.

For events within buildings:

Numbers of exits and distance of travel to a road or open space must complywith Section D of the Building Code of Australia; and

Exit signs must be provided to comply with AS2293 and be illuminated andclearly visible.


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7. Road Closures and Traffic Management

7.1. Road Closures

Approximately 10% of Western Australias roads are administered by Main RoadsWestern Australia (MRWA), a department of the State Government. MRWA manageall roads that are classified as national highways or state roads (17 706km). Theremainder is mostly managed by Local Government.

As stated in MRWAs Road Closure Procedures for Events document, processes forclosing roads for events exist, but appear to be somewhat different in each of theRoad Traffic Act 1974, Road Traffic (Events on Roads) Regulations 1991 and theLocal Government Act 1995. Therefore, it is advised that event holders follow thepreferred procedures outlined within MRWAs Road Closure Procedures for Eventsdocument. The most recent version of this document is available on MRWAs website

at www.mainroads.wa.gov.au. (Go to Traffic > Roadworks).

The procedure denotes that an event holder must adhere to the following steps whenapplying to close a road;

Collect an Application for Order for a Road Closure form from the nearestPolice station to where the event is expected to take place. (The personnominated to be directly responsible for the event is not to be less than 18years of age);

Obtain approval from the Chief Executive Officer or delegate from each LocalGovernment in which the road/s is/are situated;

The approval of the Commissioner of Main Roads will be required as well ifthe roads are managed by MRWA; and

Lodge the completed application form at the Police station, along with theapplication fee.

It is important to note that under the Road Traffic (Events on Roads) Regulations1991, Local Governments are authorised to erect banners and Road Closed signs.Erection of any additional signs will require MRWA approval unless the relevantLocal Government is an Authorised Body to use traffic signs and devices. A completelist of Authorised Bodies is available on MRWAs website atwww.mainroads.wa.gov.au (go to Traffic > Roadworks).

It is important to note the following timeframe/ deadlines associated with event roadclosures;

Event Description Required Timeframe for Approval

Events involving mass publicparticipation e.g. City to Surf Fun Run

Application must be lodged a minimum ofsix calendar months prior to the event.

Events involving the racing or motorvehicles but not mass public participation

Application must be lodged a minimum ofthree calendar months prior to theevent.

Events involving street or locality eventswhich do not involve mass public

Application must be lodged a minimum ofone calendarmonth prior to the event.
http://www.mainroads.wa.gov.au/http://www.mainroads.wa.gov.au/http://www.mainroads.wa.gov.au/http://www.mainroads.wa.gov.au/


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participation

7.2. Traffic Management Plans

In order for an event holder to have an application for road closure approved they will

need to prepare and submit a Traffic Management Plan, outlining how road users willbe assisted during the interruptions to ensure that they can safely use the roads andnavigate any obstacles provided by the road closures.

Refer to attachment 7, for a copy of MRWAs Guide to preparation of TrafficManagement Plans. This document outlines:

All of the relevant qualifications required by personnel developing andimplementing a Traffic Management Plan;

A list of all of the essential criteria that a traffic management plan mustaddress, including an example of a Traffic Management Plan;

A list of all of the relevant legislative documents that must be taken intoconsideration when developing and implementing a Traffic Management

Plan; and Procedures to follow when submitting a Traffic Management Plan to either

MRWA or another Local Government (i.e. Local Shire).

Please note that if the event requires a complex Traffic Management Plan* then theapproval of the Traffic Management Plan be an accredited Roadworks TrafficManager is required. See attachment 8 for an outline of the accreditation process, alist of Main Roads Western Australia accredited training providers and an Applicationfor Accreditation Roadworks Traffic Manager form.

* A complex Traffic Management Plan can be defined as a plan involving High Risk. Closing more than one lane or any lane not adjoining a verge or median on a

freeway or controlled access highway; Altering traffic signals or closing a lane through traffic signals; Contra-flow situations (total volume greater than 400 vehicles per hour); Redistribution of traffic significantly lowering the level of service of the

surrounding road network; and Any other complex situations not covered by Australian Standard field guides

HB81.1 - 9.

7.3. Traffic Management Personnel and Implementation

Any personnel involved in traffic management tasks associated with road closures

must be qualified, with a minimum of Basic Worksite Traffic Management (BWTM) orTraffic Controller (TC), in accordance with the requirements of section 8 of theMRWA Traffic Management Requirements for Works on Roads 2002.

A person qualified in BWTM is eligible for on site installation and management ofsigns and devices.

On site manual traffic control must only be carried out by a person holding a currentcertificate of qualification in Traffic Control.

It is important to note that MRWA are currently progressing the development of atraining course specifically suited to training staff and volunteers involved in traffic

management and road closures for events along with an accompanying handbook.


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Refer to the MRWA website at www.mainroads.wa.gov.au for any futuredevelopments and/or announcements.

8. Risk Assessment and Management

As defined by The Australian Standards;Risk Management is the term applied to a logical and systematic method ofestablishing the context, identifying, analysing, evaluating, treating, monitoring andcommunicating risks associated with any activity, function or process in a way thatwill enable organisations to minimise losses and maximise opportunities. RiskManagement is as much about identifying opportunities as avoiding or mitigatinglosses.

It is the process of anticipating, preventing or minimising potential costs, losses orproblems for an event.

Risk assessment and management involves the following steps;

Identifying potential risks; Assessing each potential risk; Treating each potential risk; and Ongoing monitoring and review.

Risk assessment is extremely important for all events. This importance isdemonstrated by the stance that insurance companies take in regard to riskmanagement, with many loading premiums or refusing cover where a riskmanagement plan has not been developed. Insurance is a contract covering risk andhaving a Risk Management Plan can assist to lower premiums or secure cover.

8.1. Identifying Potential Risks

All events are different, but some common factors to be considered in riskmanagement include: Crowd behaviour; Security and crowd control; Noise levels; Alcohol and associated management; Potential hazards; Fire risks; and Weather.

Some of the knowledge gained through event experience is often the ability toidentify risks. Suppliers and subcontractors to events are generally peopleexperienced in identifying risks.

Examples of potential risks include: Management failure, incompetence; Resignations, absenteeism; Difficulty with sponsors, suppliers, stall holders or participants; The failure of VIPs or talent to attend the event; Loss of revenue sources; Theft, loss of assets [logo, name, data];

Costs exceeding forecasts; Legal action; Accidents;
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Alcohol; Health problems [food poisoning, chemicals]; Crime, terrorism; Social disturbances/crowd control [riots, fights]; Unanticipated emergencies;

Exceeding noise levels; Power failure or electrical/plumbing problems; Negative impacts on the environment or community; Natural hazards [rain, strong wind, heat]; or Access to CALM managed land [or council owned property].

The entire event committee should be involved in the risk identification processthrough a brainstorming session to ensure that all risks are identified. Pastexperiences of both the event in question and other events should also be analysedto assist with identifying risks and drawing on past experience to identify and manageall risks.

8.2. Assessing Potential Risks

It is important to document the risks identified and to assess or map the likelihood ofany risk. There are many different methods that can be used for risk assessmentmapping, below is an example of a commonly used mapping tool.


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8.2.1. Risk Impact Graph

Probability of Occurrence

ASA Likelihood Rating

Level Descriptor DescriptionA Almost certain Expected to occur in most circumstancesB Likely Probably occur in most circumstancesC Moderate Should occur at some timeD Unlikely Could occur at any time

E Rare Only in exceptional circumstances

Table from AS/ANZ Risk Management Standard 4360

When assessing identified risks it is important that the following factors are assessed; Likelihood of the risk occurring; Consequence of the risk occurring; and Whether the risk is to be accepted or treated.

This assessment should lead to a risk management plan that outlines how each riskis to be treated.

8.3. Treating Potential Risks

All risk assessments should result in a table that states the event, the potential risks,and the likelihood of the risks occurring, the consequences of the risks occurring, thelevel of risk and the controls that have been implemented to manage the risks: a riskmanagement plan.

The below template is useful when assessing and developing a management plan foridentified risks.

Rare Unlikely Moderate Likely AlmostCertain

SEVERITY

Catastrophic

Major

Moderate

Minor

Insignificant


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8.4. Risk Management Template

Event:Describe theactivity/strategy

The Risk[Whatcanhappen?How?]

Controls[barriers thatpreclude anaction from

taking place][Excellent Adequate Inadequate]

Likelihood[of problemoccurring]

[Rare, Unlikely, Moderate, Likely, Almost certain].

Consequences[What are theconsequences ifproblemoccurred?] [Insignificant, Minor, Moderate embarrassment, Major embarrassment,

Catastrophic]

Level of Risk

[Rare, Unlikely, Moderate, Likely, Almost certain].

8.5. Ongoing Monitoring and Review

Following the completion of a risk management plan, the development of an actionplan assists in delegating the responsibilities associated with risk management anddefines a timeframe along which tasks are undertaken in the management of eachrisk.

Prioritise risks to determine which ones have to be dealt with, the probability ofoccurrence and potential severity of each. Formulate strategies to prevent or reducetheir likelihood or impacts. Set performance objectives by formulating an action plan,train appropriate staff and volunteers and rehearse operations.


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The template below provides a simple and effective model from which to develop anaction plan. The action plan ensures that all actions regarding potential risks are pre-emptive where possible instead of reactive; reducing the effects of risks on the event.

8.6. Management Action Plan

The Risk/s[Identify in order]

The Action[What Action/options are to be taken?Set Tasks]

When[set timeline for completion]

Who[allocate responsibility]

Comments/recommendations

[How will the risk be monitored?]

8.7. Emergency Response

To ensure staff and volunteers respond promptly to emergency situations a writtenAction Plan should be made available. Instructions should be posted in appropriateareas so everyone has access to emergency telephone numbers, to fireextinguishers, first aid and reference to emergency exits.

Event holders should have a journal or book centrally available at the event to record

any hazardous situations and/or accidents. Record the name, address and phonenumber of any injured person and describe the situation and/or cause. If appropriate,photograph the situation in case of legal action at a later date.


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8.8. Insurance Requirements

No event should be without insurance cover to protect the public, paid staff andvolunteers. Insurance is necessary to reduce or eliminate risks to your organisation foraccidents caused to your visitors, or your staff. The minimum requirement is PublicLiability ($10 million at least, should be considered), Workers Compensation (which ismandatory for any "worker" under the Act) and Personal Accident should be consideredfor any voluntary workers.

All insurance is to be the responsibility of the event holder. A copy of the applicantsPublic Liability Policy with a cover of not less than $10 million should be provided toCouncil at least seven (7) days prior to the event. All stall holders, suppliers,performers and contractors should provide certificates of currency for public liabilityand Workers Compensation [if applicable] to the event management.

There are many other types of cover that can be considered, such as ProfessionalIndemnity, Pluvious (rain) insurance, cover for equipment or property in the events careor custody (goods on loan/ hire) etc. It may be possible in some circumstances toobtain cover under a host organisation such as a Chamber of Commerce or a State orNational sporting association.

It is recommended that only Insurance companies endorsed by the AustralianPrudential Regulatory Authority [Ph. 9481 8266 www.apra.wa.gov.au ] are accepted.

8.9. Event Accident Report Form

This form must be completed after any incident including hazards, near misses andsuspicious behaviour.

The aim is to establish the sequence of events which actually took place and todetermine preventative outcomes.

Attached is an example accident/ incident report form. This form should becompleted in full as soon as possible after the incident.
http://www.apra.wa.gov.au/http://www.apra.wa.gov.au/


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Event Accident Report Form

Name of person lodging report:________________________________________

Address:______________________________________________________________________________________________________________________________________

Phone:__________________Email:_____________________________________

Date of lodgement: _____________________Time: _______________________

Please state your role in the event:_____________________________________

______________________________________________________________________________________________________________________________________

Details of Accident/Incident

Date: ______________________________Time: ___________________________

Exact location in which incident occurred:_____________________________________________________________________________________________________________________________________________________________________

Describe the sequence of events leading up to and including theaccident/incident (what happened, how it happened etc).____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Names of witnesses to incident: ________________________________________

Injuries/outcomes/preventative action taken as a result of the incident:______________________________________________________________________________________________________________________________________

What action was taken - Treatment provided (Please circle appropriateresponses)

None First Aid Doctor Treatment Hospital Treatment

Other (please provide details) ___________________________________________

Names of people who administered treatment: ______________________________________________________________________________________________

Signature: _____________________________________ Date: _______________


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9. Security and Crowd Control

Choosing appropriate security is essential to the success of an event and the safetyof the public. Different types of events require different types and combinations ofsecurity. The event organising committee needs to examine the risks involved withthe event by asking for example what could happen? or what if? The answers willdetermine whether police, private uniformed or peer security is required.

Security Officers employed by the applicant should be licensed as required under theSecurity and Related Activities [Control] Act 1996 be experienced in crowd controland be from a reputable company. The event holder should ensure that at least somesecurity officers are female for appropriate access to female toilets, dressing areasand for venue access.

According to the Western Australian Department of Health for concerts with alcohol,a ratio of one crowd controller/100 patrons has been required [as a guide] and forlower risk events one per 200. Although the Act is administered by the Police, LocalGovernment is responsible for ensuring the crowd control plan is adequate.

The Shire of Rockingham suggest: The number of security officers to patrons fornon-complying major eventsshould be as shown in the following scale:

NUMBER OF PATRONS SECURITY OFFICERS< 500 Minimum of 6< 1000 Minimum of 12< 2,000 Minimum of 15

< 3,000 Minimum of 18< 5,000 Minimum of 20Under < 10,000 Minimum of 60Over > 10,000 60 plus 6 extra security officers for every 1,000

patrons over the 10,000 base figure (of patrons)

Security Officers should remain on duty until the conclusion of the event and theorderly dispersion of the patrons.

Security should be extended to other nearby properties likely to be affected by theoperation of the event i.e. local business premises and community facilities.

Security to protect the stage, mixing desk and/or lighting scaffolding should beconsidered by the event organiser to ensure patrons do not climb on such structures,resulting in injury or damage to equipment.

Provision must be made for patrons to queue and gain access to the venue and oncethe venue is to capacity, security should be available to control and monitor crowdsat event entrances to ensure that crowd numbers are not exceeded, ticket revenuesare protected and waiting crowds remain well behaved. An event manager should beable to advise the number of patrons within the event boundaries at any one time,security guards can be contracted to operate counters to monitor patron numbers.

All events that operate after sunset will be required to provide lighting to ensure thatany potential hazards are illuminated and risks are minimised.


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Local police should be advised of the operation of any special events within Councilby the event organiser. This will allow for them to plan for an additional presenceshould they see it necessary, further ensuring the safety of the event patrons and thewider community.

In the case that the event features an entertainment stage, it is essential to ensurethat the event manager has barriers installed to ensure that patrons will not becrushed against the stage and that barriers are placed in front of the loud speakersso that patrons are at least one (1) metre clear of the loud speakers. Security officersshould also be present between the barriers and the stage to ensure no onecompromises the security of the entertainers. Security can also ensure that anypatrons being pressed against the barrier can be freed.

Event management should liaise with the Fire Brigade, St. John Ambulance and

other emergency services and make provision for vehicular access for emergencyvehicles to further protect event participants from potential risks.

9.1. Security Plan

Developing a security plan with the security provider will clarify roles andresponsibilities of security staff. The attitude of the security personnel should befriendly and professional in order to help maintain a positive atmosphere amongpatrons. The main responsibilities to consider are crowd control, cash protection,equipment protection and the procedure for confiscated or prohibited items.

To enable security personnel to perform their duties effectively, it is vital that they be

briefed appropriately prior to the event. This briefing must provide security personnelwith:

Details of the venue layout, including coordination centre, entrances, exits,first aid posts;

Any potential hazards; Clear direction on the management of unacceptable behaviour; Details of emergency and evacuation plans, such as raising alarms, protocols

for requesting assistance and evacuation procedures; and Instruction for the operation, deactivation and isolation of any on-site

machinery and utility supply in case of emergency.

Additionally, security personnel must: Be able to communicate with each other and first aid personnel; Be able to communicate with other security providers; and Each company that provides security or crowd control functions at the event

must be a part of the planning for the event and be licensed under the PrivateAgents Act 1966. This includes security for performers.

These agencies should attend briefing meetings with police and other emergencyservices.

Other roles and responsibilities of security personnel may include: Control of access to stage or performance area;

Security control at entrances and exits; Minimising risk of fire by patrolling areas;


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Control of vehicle traffic and marshalling; Searches for alcohol, drugs and weapons; and Assist emergency services if necessary.

9.2. Other Security Considerations

Lost and stolen property; Lost children/ people; Pre and post event briefings with all event personnel to instruct all staff who is

allowed restricted or unrestricted access to the event and event areas; and Access and keys to restricted areas at the event for relevant stakeholders, i.e.

fire hydrant access for fire brigade, electricians and other emergencytradesmen.


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10. Emergency Management

An emergency can be defined as an unplanned occurrence that significantly disruptsthe normal operation of an event or poses a serious threat to persons or property,cant be managed by routine response and requires a quick coordinated responseacross multiple persons or organisations.

In the case of an emergency, both large and small events will benefit from anemergency management plan. An emergency management plan is the developmentof a range of measures to manage risks to communities and the environment.

An emergency management plan will provide a comprehensive and coordinated wayto deal with the whole spectrum of emergency needs including prevention, response

and recovery. This plan will ensure that all relevant parties know their roles andresponsibilities in the case of an emergency.

The development of an emergency development plan will involve the following steps;1. Define all priorities in the case of an emergency. For example;

Safety of all participants, personnel and the community; Alleviate and minimise damage and ongoing risks; and Implement communication plan, ensuring all parties are kept informed.

This stage will also include the implementation of crisis media plan; and Recovery and restoration.

2. Assign responsibilities. The emergency management plan should assign thefollowing roles;

Emergency Director, responsible for activating the emergency plan. Adeputy should also be assigned in the case that the director isunavailable; and

Emergency Management Group, this group should include personnel fromeach division of event operation including management as well as arepresentative from local emergency response groups includingambulance, fire and rescue, police, state emergency services and thelocal shire. This group should also include the Emergency Director and

vice. The Emergency Management Group will be responsible forauthorising the final emergency plan, approving evacuations andshutdowns and approving and managing communication plans. Eachmember will be responsible for their division or organisation, a separatecommunications manager should also be appointed within thismanagement group.

3. Assign an Emergency Operations Centre in a central, accessible location andinclude contact details of all relevant parties, a complete responsibility list, acopy of the emergency management plan and all site maps including firehydrants, underground electricity and other potentially hazardous or relevantutilities, entry and exit points and access roads. This centre will be the co-

ordination point and will house at least one first aid point, all communications


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and people responsible for resource deployment. It is also important that theEmergency Operations Center is well equipped to facilitate communications.

4. The centre should contain a landline telephone, a mobile telephone and two-way radios for local communications. In addition to this the centre should alsocontain current telephone directories and a media contact list.

It is important that all parties are familiar with the emergency management plan andthe assigned responsibilities. A useful way of communicating this information is todistribute a copy of the plan and brief all event personnel during the event briefingsession.Contact: Emergency Management Australia 02 6256 4600 Email: [email protected]

10.1. Crisis Communication Plan and Media Management

A crisis communication plan should be developed to minimise any negative mediathat the event or Council may receive in the case of an emergency or disaster.

The media may be inclined to publish more negative stories when they feel that theyare not being kept properly informed or that information is being withheld from them.If the event and the Local Governmentare to be seen to be pro-active and efficient inboth emergency management and crisis communications then the media may reportmore favorably on the emergency response efforts and the situation. This approachcan also assist in minimising the length of time that negative aspects of the eventremain in the news.

An important rule to remember in crisis communications is to tell it all, tell it fast andtell the truth. This will assist in minimising the effects of the situation.

When considering a crisis communication plan the following stages should be

followed;1. Appoint a single designated spokesperson. This person will be the only

individual officially releasing statements and participating in interviews withthe media during the crisis. The designated spokesperson may chooserepresentatives of relevant agencies such as the fire brigade to comment ontechnical topics where appropriate. This strategy will ensure that the correctmessage is communicated at all times, guaranteeing a united andcoordinated approach to all media enquiries.

2. Select a media centre. This centre can be co-located with the emergencyoperations center but make sure that the presence of the media will nothinder the response operations. If it is considered that the media presence isnot desirable at the emergency operations centre then the media centre

should be located somewhere that is easily accessible with access tocommunications networks such as internet and telephone facilities. Once themedia centre location has been set dont change it, the media will need toknow how to access the point and may not react favorably if the centrelocation is changed.

When releasing media statements or addressing the media always address issues inthe following order;

1. Ensure that the human aspect of the event is addressed in the firstinstance. State any fatalities or casualties and your sorrow at theseoccurrences. Never release the personal details of the affected peoplebefore their next of kin have been informed.
mailto:[email protected]:[email protected]


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2. Next, address the cause of the emergency, the current situation andany remaining actions such as evacuations and shutdowns that stillneed to occur. Try not to assign any blame without hard facts.Remember, the media is a tool for communicating with the relevantaudiences so tell the media anything the community should be madeaware of.

3. Address any losses, including financial last and only after the abovetwo criteria have been addressed.


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11. Signage

11.1. Directional

Clear, appropriate, strategically placed signage is essential to prevent congestionand unhappy, confused patrons.

Appropriate signs are needed for the following: Parking; Entry and exits; Phones; Rules relating to alcohol consumption; Toilets; Lost & Found; Water; Public transport- pick up/set down; First aid posts; Security; Smoking/No Smoking; Camping Areas & Facilities; Ticket sales/prices; Disability facilities and access; and Fire extinguishers and any dangers.

For larger events a Signage Plan may be required. Some sponsors contracts containa copy of the Signage Plan to ensure the best exposure for their banners and signs.

Overall responsibility for all matters relating to signage should be allocated to oneperson on the committee.


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12. Australian Performing Right Association (APRA) License Information

12.1. APRA Background and Role

The Australasian Performing Right Association (APRA) was established in 1926 toprotect the rights of musical artists and composers throughout Australia and NewZealand. APRA boasts a membership of more than 30,000 Australasian writers andpublishers and a further 1.66 million worldwide writers and publishers throughalternative contracts.

Specifically, APRA administers the performing rights in music. This translates to thecopyrights involved in the broadcast, public performance and communication ofmusic that is under copyright.

APRA administers the rights of its members through selling licenses for the use of

copyright music to the people who will be using the music (in this case event holder)and redistributing the collected license fees as royalties to the respective artists(members).

It is extremely important that a license is obtained from APRA, by the event holder,for the public performance or broadcast of any copyrighted music. Failure to obtain alicense may result in the event holder infringing copyright laws.

APRA offers licenses specifically for music used in events through activities such asconcerts, dance parties and other miscellaneous performances.

12.2. License Details

It is the responsibility of the event holder (the person authorising the publicperformance of music at the event) to contact APRA and obtain the correct license.

There are generally three different APRA licenses that apply to events and the typeof license required is determined by the type of event.

12.2.1. License for Box Office (Ticketed) Events

This license is for events that involve the sale of tickets to the public performance ofmusic. This license generally starts at a cost of $44.00 with increases being appliedaccording to gross ticket sales.

12.2.2. License for Free Events

The licenses for events that are free are similar to the license for box office eventsexcept that they dont include any additional fees once the initial license has beencalculated. The license fee is calculated at 2.2% of the gross expenditure on theperformers, with the minimum fee being $44.00 as per the Box Office Event license.

12.2.3. License for Corporate and Industry Functions

Even private functions such as corporate dinners require an APRA license if theevent holder is planning to include public musical performances in the eventschedule. Once again the license fee is calculated at 2.2% of the gross expenditure


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on the performers, with the minimum fee being $44.00, as per the above license forFree Events.

12.2.4. Contact Details

To apply for an APRA license or find out any additional information regardinglicenses for the public performance or copyrighted music, visit the APRA web site atwww.apra.com.au or contact the Western Australian APRA office.

Contact details for the Western Australian APRA office is as follows;

APRA WASuite 1, 12-20 Railway Road SUBIACO WA 6008Tel: 08 9382 8299Fax: 08 9382 8224
http://www.apra.com.au/http://www.apra.com.au/


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13. Liquor and Gaming Licenses

13.1. Liquor License Details

The Liquor Licensing Act 1988 encompasses ten liquor license categories, with nineof these categories applying to the ongoing service of alcohol at a specified venueand the final, an occasional license, applying for the specific short term service ofalcohol. Below is a table outlining the liquor licenses available within WesternAustralia.

New Liquor Licenses Restaurant Cabaret (nightclub) Hotel Club

Producer Wholesaler Liquor Store Occasional License Special Facility License

13.1.1. Occasional License

The majority of events, due to their short term nature will require an occasional

license to allow for the service of alcohol. Occasional licenses are intended forpeople who want to sell liquor, but do not have any other liquor license.

As defined under section 59 of the Liquor Licensing Act 1988, an occasional licensepermits the sale of liquor at a function, defined by the Act as meaning a gathering,occasion or event, including a sporting contest, show, exhibition, trade or other fair ora reception, at which it is proposed that liquor be sold or supplied to those present.

Visit www.rgl.wa.gov.au to obtain an occasional license application kit.

For further details on liquor licensing and other liquor license types visitwww.rgl.wa.gov.au.
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13.2. Gaming License Details

Under the Gaming and Wagering Commission Act 1987, any community basedorganisation, sporting body or charitable group wanting to raise funds from gamingrelated activities is required to obtain a permit from the Department of Racing,Gaming and Liquor.

Gaming activities that are covered under the act are listed as follows;

Activity Permit Description

Standard lotteries (raffles) When tickets are provided for sale to thepublic for more than a day, the activity is

classified as a Standard Lottery and apermit is required.

A permit usually permits for the sale oftickets over a three month period;however extensions to this timeframe areavailable.

For prizes valued at more than $10 000 aguarantee must be sought from theorganisation.

Continuing lotteries When tickets that are bought can beopened or scratched to reveal the prizeimmediately, the activity is classified as acontinuing lottery.

A permit usually permits for the sale ofthe tickets over a 12 month period.

Calcutta Calcutta is defined as a combination oflottery and auction activities, commonlyknown as a sweepstake.

This activity is most commonlyassociated with major horse racingevents but concessions are sometimesapplied to other major sporting events.

A permit will permit for the operation ofCalcutta at a specific, nominated event.


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EventsCorp

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Activity Permit Description

Video Lottery Terminals

Video lottery terminals are defined as

electronic representations of continuinglottery tickets. Permits for theundertaking of video lottery activities areissued to sporting, charitable andcommunity organisations for fund raisingpurposes.

A minimum of 10% of gross proceedsmust be directed to the beneficiary, 70%in prizes and 3.25% to the GamingCommission. The balance may beshared between the supplier and

Local Govt Events Procedures Guide

Documents

Transcript of Local Govt Events Procedures Guide