Safety Officer Manual

STANDING COMMITTEE (T-RV)
EUROPEAN CONVENTION ON SPECTATOR VIOLENCE

AND MISBEHAVIOUR AT SPORTS EVENTS AND
IN PARTICULAR AT FOOTBALL MATCHES
Strasbourg, 5 July 2011
T-RV (2011) 16 FINAL

English only
Manual on safety officer, supervisor

and safety steward training
INTRODUCTION
The Standing Committee is sensitive to the significant variations in the approach and
procedures of different states with regard to safety management and stewarding at venues
hosting spectator sports. In some states, the venue safety officer is the person primarily
responsible for spectator safety, working as an equal partner with the police (whose role is to
maintain public order and prevent crime). In other states, the safety officer is seen as
subordinate to the police who take overall command. The Standing Committee has therefore
refrained from producing a standard list of functions for safety officers on the grounds that
this would not be practicable.
Nevertheless, the Standing Committee considers that it is both desirable and possible to draw
up a checklist of functions, against which each state may measure its own arrangements. On
the same basis it sees advantage in identifying minimum areas of competence not merely for
safety officers but for supervisors and safety stewards. This should enable spectators to know
what they may expect when attending events in other countries. It is advisable that both these
standards and the training undertaken by the individual members of the safety team should be
recorded in writing.
The Standing Committee therefore commissioned this Manual of good practice for the benefit
of member states. It should not be regarded as mandatory but as a useful benchmark. While
originally conceived with football in mind, it is equally valid for other kinds of sports events.
Indeed, some states may wish to apply its principles to some large-scale non-sport events.
This Manual applies to safety officers, supervisors and safety stewards in relation to the preevent, event day and post-event safety operation. In this context, these persons are defined as
follows:
Safety officer The person with responsibility for the implementation and
management of the event day safety operation including pre-event planning. (In some
states this role may be fulfilled by the event organiser see Glossary. )
Supervisor (also known as senior steward) Person who will normally have worked
as a safety steward before being promoted to a supervisory role.
Safety steward Person undertaking the functions prescribed in Standing Committee
Recommendation 99/1, elaborated as appropriate in this Manual, to ensure the safety
and welfare of all spectators.
It is recognised that in some states the safety officers may also be wholly or partly
responsible for the safety management of the venue at other times. In such cases their
training and competence should take account of their wider responsibilities. Elsewhere, some
of the functions allocated in this Manual may be performed by one or more of the venue
owner, the event organiser, the police or the public authorities.
The safety officer will normally be employed by whichever organisation manages the venue
and is responsible for its safety and that of the spectators. Where he is employed by an
outside security contractor, he must be formally integrated into the venue safety management
team. He should command the stewarding operation, acting through the supervisors.
The safety officer must possess the status and the authority to take whatever decisions may be
necessary to secure the safety of the venue and the spectators before, during and after the
2
event. In some states he may need to liaise with the police and / or the fire and rescue
service. However, the senior management of the club, its commercial department, the referee
and the media should play no part in this process.
Supervisors and safety stewards may be employed either directly by the venue management
or the operator (in some states the same entity) or provided under contract by a stewarding or
security company. It is highly desirable that they should all be paid. Unpaid volunteers who
merely provide customer services should not be regarded as safety stewards.
This Manual covers the general role of safety officers, supervisors and safety stewards and
the training required to equip them for their tasks. The training will normally combine theory
(in the classroom) and practice (in the venue). It should cover not merely what safety
officers, supervisors and safety stewards are expected to do but also the limits of their
powers, which they should not exceed.
However, before working in any venue, all safety staff should additionally be trained in the
particular features of that venue, including:
the regulations and any legal requirements specific to that venue;
its layout, entry, exit, circulation routes (including those for the disabled) and safety
signage;
any factors outside the venue that may adversely affect the safety of those attending
the event;
the contingency plans (see Glossary) and evacuation arrangements;
the communications equipment and how to use it;
the particular arrangements for monitoring the crowd; and
any other requirements specific to the venue.
The event safety operation falls into three phases:
before the event this may begin two or three days before;
during the event when spectators are at the venue;
after the event when spectators have left but before control is resumed by the
normal non-event management.
The training is not, however, divided into these three elements because many of the
competences required are common to two or more phases.
Note: It is recognised that different terminology is used in different contracting parties. For
ease of reference, the main specialised terms used in this document are defined in the
Glossary in the Annex at the end of this document.
Check list 1 Functions

Safety officers
The following list of functions should be regarded as a checklist, against which each state
may assess its particular arrangements. (In some states, particular functions may be
performed by other parties such as the venue owner, the event organiser, the police or the
public authorities or may be organised in other ways. However, the same checklist of
functions applies in all cases.)
Overseeing the safe management of the venue internally and externally both on event
days and when it is not in use, in compliance with any safety certificate, policies or
other requirements.
Establishing and maintaining suitable systems and controls for the safety of
spectators.
Liaising with the public authorities, police, fire and rescue and ambulance services
and other relevant bodies over the safety requirements for the venue.
Overseeing the physical inspection of the venue and ensuring that any defects are
rectified; where appropriate identifying any development needs.
Ensuring that all safety equipment is tested and that any faults are rectified.
Appointing, deploying and ensuring the training of stewards and other safety
personnel.
Ensuring that all event day personnel are at their posts before spectators are admitted.
Preparing and implementing contingency plans for preventing or resolving incidents
or emergencies (see Glossary).
Evaluating and reporting back to the venue management, the organiser and / or
relevant authorities on any matter affecting safety or security before, during or after
the event.
Ensuring that detailed records are maintained of all inspections, tests and event day
arrangements.
Briefing the media where this task is not undertaken by the senior management of the
organiser.
Senior stewards / supervisors

Senior stewards and supervisors will normally have worked previously as stewards before
being promoted to a supervisory role. In addition to the general oversight of the stewards,
the supervisors are likely to perform the following specific functions:
Managing and co-ordinating safety in a specific area of the venue on event days.
Taking responsibility for the safety and comfort of spectators (including children and
the vulnerable) in specific areas.
Ensuring that all safety checks for which they are responsible are completed and that
the results are reported to the safety officer.
Reporting any incidents or safety issues in their area to the safety officer.
Ensuring that all stewards are fully briefed and debriefed.
Deploying stewarding and other resources as required.
Overseeing the response to incidents or emergencies (including overcrowding) under
the control of the safety officer in accordance with agreed procedures.
Ensuring that spectators without a valid ticket are refused entry and that those in
breach of the venue regulations are ejected.
4
Safety stewards
In its Recommendation 1/1999 on stewarding, the Standing Committee recommended that
the functions of safety stewards should include:
Searching the venue before, during and after the match as necessary.
Welcoming, directing and caring for all spectators, whatever their age, race, sex,
disability or the team they support.
Responding to any complaints from spectators.
Informing spectators of the arrangements and facilities at the venue and of any safety
requirements laid down by the organisers or the emergency services.
Assisting in the safe operation of the venue, in particular supervising and ensuring the
safe entry and exit of spectators.
Enforcing the regulations of the venue.
Keeping spectators out of those parts of the venue to which the public does not have
access.
Observing all areas of potential danger and preventing overcrowding.
Responding to incidents and emergencies and taking the necessary action to deal with
them.
Assisting the police or emergency services (see Glossary) as required.
Note: It is recognised that different terminology is used in different contracting parties. The
Annex at the end of the document provides a Glossary of the main terms that have been used.
Check list 2 Minimum areas of competence

The following check list identifies proposed minimum areas in which safety officers, senior
stewards / supervisors and safety stewards should be able to demonstrate their competence in
the functions set out in Checklist 1. In recognition of the variety of roles that they perform,
the areas identified for safety officers and senior stewards / supervisors include some
essential core areas together with a larger number of optional areas. These areas are then
expanded in three illustrative annexes, one each for safety officers, senior stewards /
supervisors and safety stewards.
Safety Officers
Essential:
1
Plan for the safety of people attending a spectator event
Identify the hazards and assess the risks to people attending an event
Specify and agree control procedures (see Glossary)
2
Ensure the safety of people attending a spectator event

Ensure the readiness of the venue and personnel prior to the event
Monitor and co-ordinate control procedures during an event
Manage a response to a major incident
Assist the organisation to develop and implement policies

Draft policy for the organisation
Consult on draft policy
Agree a strategy to implement policy
Manage own resources and professional development
Develop productive working relationships with colleagues and stakeholders (see

Glossary)
Provide information to support decision making

Obtain information for decision making
Record and store information for decision making
Analyse information to support decision making
Advise and inform others
Provide learning opportunities for colleagues
Desirable:
8
Manage the use of physical resources
Plan the use of physical resources
Obtain physical resources
Ensure the availability of supplies
Monitor the use of physical resources
9
Encourage innovation in their area of responsibility
10
Recruit, select and keep colleagues
11
Allocate and monitor the progress and quality of work in their area of responsibility
12
Facilitate meetings
Lead meetings
Make contributions to meetings
Provide advice and support for the development and implementation of quality
policies
Provide advice and support for the development of quality policies
Provide advice and support for the development of strategies to implement quality
policies
Implement quality assurance systems

Establish quality assurance systems
Maintain quality assurance systems
Recommend improvements to quality assurance systems
Monitor compliance with quality systems

Plan to audit compliance with quality systems
Implement the audit plan
Report on compliance with quality systems
13
14
15
16
Manage a project
17
Brief the media

Essential:
1
Prepare stewards and venues for spectator events
Allocate responsibilities to stewards
Brief stewards on arrangements for the event
Check the venue before the event
2
Ensure stewarding in designated areas and deal with spectator problems and
emergencies
Monitor and ensure stewarding is provided in the designated area
Assess and respond to referred problems and emergencies
Debrief stewards and check venue and equipment
Deal with accidents and emergencies

Deal with injuries and signs of illness
Follow emergency procedures
Develop productive working relationships with colleagues
Desirable:
5
Support the efficient use of resources
Make recommendations for the use of resources
Contribute to the control of resources
6
Manage information for action

Gather required information
Inform and advise others
Hold meetings
Help to manage conflict

Communicate with people in situations where there is conflict
Follow procedures to resolve conflict
Control and detain people at a spectator event for action by the police
Use reasonable force to control people where there is conflict
Detain people for action by the police
Work with others to improve customer service

Work with others to follow plans for improving customer service
Monitor own performance against plans to improve customer service
Monitor joint performance against plans to improve customer service
10
Safety stewards
1
Prepare for spectator events
Prepare for stewarding activities
Identify and deal with physical hazards
Search the venue area for suspect items
2
Control the entry, exit and movement of people at spectator events

Control the entry and exit of people at events
Search people for unauthorised items
Give people information and help them with other problems
Monitor spectators and deal with crowd problems

Monitor crowds and identify potential problems
Follow instructions and procedures to deal with crowd problems

Communicate with people where there is conflict
Contribute to the work of their team

Work effectively with colleagues
Improve their own work
Help to improve the work of their organisation

[Item 7 is an additional area for stewards working in relevant roles]
INDICATIVE ANNEX A
Minimum Standards of Competence, Knowledge and Skills Required
Safety officers
1
Plan for the safety of people (including the disabled) attending a spectator event
Identify the hazards and assess the risks to people attending an event
Minimum standards of competence:
undertake detailed inspection of the venue
collect all the relevant information about the venue and event
make sure this information is accurate and up to date
collate and analyse this information in a way that will help to identify hazards and
assess risk (see Glossary)
correctly identify the hazards associated with the event and venue
remove the hazards that can be eliminated
realistically assess the likely risks associated with hazards that cannot removed
liaise with the required organisations on the identified hazards and risks
clearly record hazards and risks according to legal, statutory and organisational
requirements
Required knowledge and understanding:
for all areas
all relevant legal, statutory and organisational requirements for controlling safety at
public events
relevant guidelines covering the organisation of events
the particular needs of children, spectators with disabilities and the vulnerable
for this specific area
the importance of carrying out hazard identification and risk assessment for each
event
how to carry out inspections of a venue and calculate its true capacity
how to calculate and allocate adequate human and physical resources to ensure the
control procedures are effective
types of events that are likely to take place in the venue and the hazards and risks
associated with these
sources for the information they need to assess risks and how to collect, collate and
analyse this information
awareness of medical services and plans
how to identify hazards for the event and the venue and how these hazards can
interact with each other
how to carry out risk assessments for the event and the venue in a way that is
consistent with legal and statutory requirements
who are the organisations with whom they have to liaise on risk assessment and why
legal, statutory and organisational requirements for recording hazard and risk
why it is important to record this information
10
Specify and agree control procedures

specify efficient control procedures that minimise assessed risks according to legal,
statutory and organisational requirements
negotiate these control procedures with the relevant people, providing the necessary
level of detail at each stage and agreeing responsibilities
make sure these control procedures are effectively resourced
clearly record the control procedures according to legal, statutory and organisational
requirements
ensure there are adequate human and physical resources to support the control
procedures
ensure that control procedures integrate with the emergency plans of other
organisations
thoroughly prepare all relevant information before briefing others
brief all the relevant people and make sure they understand all the relevant
information about the control procedures
promptly notify the person responsible for the event of any difficulties in specifying
and resourcing adequate control procedures and advise them of the implications
the standard control procedures (including ticketing and banning orders) used in the
venue for a range of different events for which they might be responsible
how to ensure control procedures are efficient and make the best use of available
resources
how to select control procedures that minimise the assessed risks according to legal,
statutory and organisational requirements
why it is important to ensure that control procedures integrate effectively with the
emergency plans of other organisations
the importance of testing and reflecting on contingency plans and how to do so
why it may be necessary to negotiate control procedures with relevant people and how
to carry out such negotiations
the resources that are necessary for control procedures and how to make sure that
resources are adequate to ensure safety
why it is important to record control procedures and how to do so
the importance of thoroughly preparing before carrying out a briefing
how to brief staff effectively on the use of control procedures and make sure that they
understand the procedures, particularly what is required of them
how to respond to situations in which they are unsure about the adequacy of control
procedures and the way they are being resourced and organised
2
Ensure the safety of people attending an event
Ensure the readiness of the venue and personnel prior to the event
inspect the venue and check all specified control procedures
make sure that all provision at the event is in line with planned control procedures and
legal, statutory and organisational requirements
11
take and record effective action when provision is below required standards
effectively counter any influences and pressures from other people who are trying to
restrict effective action to deal with inadequate provision
check and confirm all delegated responsibilities
complete all documentation clearly and accurately

for all areas
all relevant legal, statutory and organisational requirements for controlling safety at
public events
relevant guidelines covering the organisation of events
the roles, responsibilities and limits of authority of themselves, others and agencies
the importance of making sure that all provision is in line with the planned control
procedures and legal / statutory and organisational requirements
how to check the readiness of venues and personnel
the types of problems that may occur with provision and how to deal with these
situations in which other people may try to exert influence or pressure to make the
event go ahead without adequate provision and how to deal with these
responsibilities that will be delegated to others and how to check that these are
understood and in place
documentation that needs to be completed at this stage in the event and how to
complete it
Monitor and co-ordinate control procedures during an event
regularly make sure that the deployment and functioning of personnel and resources
are in line with the standard operating plan
continuously monitor available information and promptly identify actual and potential
situations outside acceptable limits
check this information for accuracy and significance and take effective action
confidently and correctly according to contingency and emergency plans (see
Glossary)
dynamically assess new risks and activate contingency plans and other control
measures to manage these risks
promptly inform relevant people of situations relating to their area of responsibility
communicate clearly, concisely and according to agreed procedures
record all data and decisions fully and accurately
debrief all the relevant people, evaluate this information and agree with them the
lessons for future events
the control procedures and resources for the event
the importance of regularly checking that personnel, facilities and control procedures
are in line with plans and requirements and how to do so
the types of information to be monitored during the event, who this information will
come from and how to monitor it
12
the importance of checking information for accuracy and significance and how to do
so
the types of likely situations that are outside acceptable limits and how to respond to
these
the importance of dynamic risk assessment (see Glossary)
how to carry out dynamic risk assessments and use contingency plans and other
control measures to manage new risks
the importance of testing and reflecting on contingency plans and how to do so
the importance of clear, concise communications in line with agreed procedures and
how to follow these
the importance of recording all data and decisions fully and accurately
the importance of debriefing all the relevant people involved, evaluating the success
of the control procedures and learning lessons for future events
Manage a response to a major incident

promptly and correctly identify a major incident when it occurs
ensure the emergency services are contacted immediately and given accurate and
clear information about the incident
direct staff to deal the emergency (see Glossary) in a way that is consistent with the
emergency plan (see Glossary)
communicate clearly and assertively
monitor events and continuously assess the risks involved, modifying the response in
such a way as to reduce the risks to those involved
correctly hand over control to the emergency services on their arrival, providing them
with clear and up-to-date information on the emergency and the response
continue to support the emergency services as required
accurately record the emergency and the response in a way that is consistent with
legal and organisational policies
how to identify a major emergency when it occurs
the information that needs to be provided to the emergency services at the start of the
emergency
the emergency action plan and each persons role and responsibility within it
the importance of communicating clearly and assertively in an emergency and how to
do so
the importance of continuously risk assessing the emergency and the response and
how to do so
how to modify the response in such a way as to reduce the risks to those involved
handover procedures to the emergency services
what support he may need to continue to provide to the emergency services
recording procedures for major emergencies
13
Assist the organisation to develop and implement policies
Draft policy for the organisation

involve organisations and individuals who have the information and expertise to make
a positive contribution to the policy
make sure the draft policy is based on objective research into relevant factors
make sure the draft policy is in line with the objectives and values of the organisation
or report any inconsistencies to the appropriate person
make sure the draft policy is consistent with relevant legislation and identified best
practice
make sure the draft policy balances the interests of the organisations key stakeholders
agree the draft policy with all those organisations and individuals who have been
involved
what is policy
why organisations need policies on certain issues and the types of issues for which the
organisation should have policies
the range of organisations and individuals that could help them to develop policies
and how to identify the ones that are most relevant and likely to make a useful
contribution
the types of relevant factors that are likely to influence the development of policy
the importance of the policy being consistent with the objectives and values of the
organisation and what to do if there is a difference
how to identify relevant legislation and best practice in the area covered by the policy
and check to make sure the policy is consistent with these
who are the organisations key stakeholders, why it is important to identify and
balance their interests
why they need to agree draft policy with all those who have been involved in drafting
it
Consult on draft policy
identify all those organisations and individuals who should be consulted on the policy
agree consultation methods and a schedule that are consistent with the needs of the
organisation, and enable all those with an interest to make a useful contribution
carry out the consultation methods as agreed
collate and objectively analyse all inputs to the consultation
provide a report on the consultation that presents all inputs and makes
recommendations that fairly reflect these inputs
agree the final policy with those who were involved in drafting it
the importance of consulting on policy and what may happen if they do not
the organisations and individuals who will have an interest in the policy and how to
identify them
14
the range of consultation methods available and how to select ones that will enable
those affected to make a meaningful contribution
the importance of being objective in analysing inputs to the consultation process
the importance of agreeing final policy based on consultation
Agree a strategy to implement policy

identify the implications of the policy for the work of all those affected
identify the objectives of the policy implementation, the possible obstacles and
methods of overcoming these obstacles
agree a schedule and budget for implementation
identify and brief the people who can assist the implementation of policy most
effectively
invite them to suggest improvements to the implementation strategy and take account
of these suggestions
put in place effective support methods for those who will be implementing the policy
keep policy implementation under continual review
why it is important to identify the implications of the policy for the work of those who
will be affected
why it is important to identify objectives for the implementation phase
likely obstacles to implementation, how to identify these and deal with them
the range of people in the organisation who could assist in implementation and how to
identify those whose assistance will be most effective
the importance of involving other people in deciding how to implement policy
why people will need support in implementing policy and the types of support that
may be appropriate
the importance of keeping policy implementation under review
4

evaluate, at appropriate intervals, the current and future requirements of their workrole taking account of the vision and objectives of their organisation
consider their values and their career and personal goals and identify information
which is relevant to their work role and professional development
discuss and agree personal work objectives with those to whom they report and how
they will measure progress
identify the learning styles which work best for them and ensure that they take these
into account in identifying and undertaking development activities
identify any gaps between the current and future requirements of their work-role and
their current knowledge, understanding and skills
discuss and agree, with those to whom they report, a development plan to address any
identified gaps in their current knowledge, understanding and skills and support their
own career and personal goals
undertake the activities identified in their development plan and evaluate the
contribution of these to their performance
15
review and update their personal work objectives and development plan in the light of
performance, any development activities undertaken and any wider changes
get regular and useful feedback on their performance from those who are in a good
position to judge it and provide objective and valid feedback
ensure that their performance consistently meets or goes beyond agreed requirements
consistently
addressing multiple demands without losing focus or energy
recognising changes in circumstances promptly and adjusting plans and activities
accordingly
prioritising objectives and planning work to make best use of time and resources
taking personal responsibility for making things happen
taking pride in delivering high quality work
showing an awareness of their values, motivations and emotions
agreeing achievable objectives for themselves and giving a consistent and reliable
performance
recognising their own strengths and limitations, playing to their strengths and using
alternative strategies to minimise the impact of their limitations
making best use of available resources and proactively seeking new sources of
support when necessary
reflecting regularly on their own experiences and using these to inform future action
general knowledge and understanding
the principles which underpin professional development
the importance of considering their values and career and personal goals and how to
relate them to their job role and professional development
how to evaluate the current requirements of a work role and how the requirements
may evolve in the future
how to set objectives which are specific, measurable, achievable, realistic and timebound (SMART)
how to identify development needs to address any identified gaps between the
requirements of their work-role and their current knowledge, understanding and skills
what an effective development plan should contain and the length of time that it
should cover
the range of different learning style(s) and how to identify the style(s) which work(s)
best for them
the type of development activities which can be undertaken to address identified gaps
in their knowledge, understanding and skills
how to identify whether/how development activities have contributed to their
performance
how to update work objectives and development plans in the light of performance,
feedback received, any development activities undertaken and any wider changes
how to monitor the quality of their work and their progress against requirements and
plans
how to evaluate their performance against the requirements of their work-role
how to identify and use good sources of feedback on their performance
sport and recreation specific knowledge and understanding
16
industry/sector requirements for the development or maintenance of knowledge, skills

and understanding and continuing professional development
knowledge and understanding relevant to their organisation
the requirements of their work-role including the limits of their responsibilities
the vision and objectives of their organisation
their own values and career and personal goals
their personal work objectives
their preferred learning style(s)
identified gaps in their current knowledge, understanding and skills
their personal development plan
available development opportunities and resources in their organisation
their organisations policy and procedures in terms of personal development
reporting lines in their organisation
possible sources of feedback in their organisation
5
Develop productive working relationships with colleagues and stakeholders

identify stakeholders and the background to and nature of their interest in the
activities and performance of the organisation
establish working relationships with relevant colleagues and stakeholders
recognise and respect the roles, responsibilities, interests and concerns of colleagues
and stakeholders
provide colleagues and stakeholders with appropriate information to enable them to
perform effectively
consult colleagues and stakeholders in relation to key decisions and activities and take
account of their views, including their priorities, expectations and attitudes to
potential risks
fulfil agreements made with colleagues and stakeholders and let them know
advise colleagues and stakeholders promptly of any difficulties or where it will be
impossible to fulfil agreements
identify and sort out conflicts of interest and disagreements with colleagues and
stakeholders in ways that minimise damage to work and activities and to the
individuals and organisations involved
monitor and review the effectiveness of working relationships with colleagues and
stakeholders, seeking and providing feedback, in order to identify areas for
improvement
monitor wider developments in order to identify issues of potential interest or concern
to stakeholders in the future and to identify new stakeholders
consistently
presenting information clearly, concisely, accurately and in ways that promote
understanding
showing respect for the views and actions of others
seeking to understand peoples needs and motivations
complying with and ensuring that others comply with legal requirements, industry
regulations, organisational policies and professional codes
creating a sense of common purpose
17
working towards win-win solutions

showing sensitivity to internal and external politics that impact on their area of work
keeping promises and honouring commitments
considering the impact of their own actions on others
using communication styles that are appropriate to different people and situations
working to develop an atmosphere of professionalism and mutual support

the benefits of developing productive working relationships with colleagues and
stakeholders
different types of stakeholder and key principles which underpin the stakeholder
concept
how to identify their organisations stakeholders, including background information
and the nature of the stakeholders interest in their organisation
principles of effective communication and how to apply them in order to
communicate effectively with colleagues and stakeholders
why it is important to recognise and respect the roles, responsibilities, interests and
concerns of colleagues and stakeholders
how to identify and meet the information needs of colleagues and stakeholders
what information it is appropriate to provide to colleagues and stakeholders and the
factors that need to be taken into consideration
how to consult with colleagues and stakeholders in relation to key decisions and
activities
the importance of taking account, and being seen to take account, of the views of
colleagues and stakeholders, particularly in relation to their priorities, expectations
and attitudes to potential risks
why communication with colleagues and stakeholders on fulfilment of agreements or
any problems affecting or preventing fulfilment is important
how to identify conflicts of interest with colleagues and stakeholders and the
techniques that can be used to manage or remove them
how to identify disagreements with colleagues and stakeholders and the techniques
for sorting them out
the damage which conflicts of interest and disagreements with colleagues and
stakeholders can cause to individuals and organisations
how to take account of diversity issues when developing working relationships with
colleagues and stakeholders
how to recognise and take account of political issues when dealing with colleagues
and stakeholders
how to manage the expectations of colleagues and stakeholders
how to monitor and review the effectiveness of working relationships with colleagues
and stakeholders
how to get and make effective use of feedback on the effectiveness of working
relationships from colleagues and stakeholders
how to provide colleagues and stakeholders with useful feedback on the effectiveness
of working relationships
the importance of monitoring wider developments in relation to stakeholders and how
to do so effectively
18

current and emerging political, economic, social, technological, environmental and
legal developments in the industry or sector
sector-specific legislation, regulations, guidelines and codes of practice
standards of behaviour and performance in the industry or sector
the culture of the industry or sector
developments, issues and concerns of importance to stakeholders in the industry or
sector
the vision, values, objectives, plans, structure and culture of their organisation
relevant colleagues, their work roles and responsibilities
identified stakeholders, their background and interest in the activities and
performance of the organisation
agreements with colleagues and stakeholders
the identified information needs of colleagues and stakeholders
mechanisms for consulting with colleagues and stakeholders on key decisions and
activities
the organisations planning and decision making processes
mechanisms for communicating with colleagues and stakeholders
power, influence and politics within the organisation
standards of behaviour and performance that are expected in the organisation
mechanisms in place for monitoring and reviewing the effectiveness of working
relationships with colleagues and stakeholders
6
Provide information to support decision making
Obtain information for decision making

identify the information they need to make the required decisions
use sources of information which are reliable and sufficiently wide-ranging to meet
current and likely future information requirements
use methods of obtaining information that are reliable, effective and make efficient
use of resources
use methods of obtaining information that are consistent with organisational values,
policies and legal requirements
obtain information that is accurate, relevant and sufficient to support decision making
take prompt and effective action to deal with information that is inadequate,
contradictory or ambiguous
Required knowledge and understanding for all areas:
analytical techniques
how to judge the accuracy, relevance and sufficiency of information required to
support decision making in different contexts
how to identify information that may be contradictory, ambiguous or inadequate and
how to deal with these problems
different approaches to, and methods of, analysing information and how to select
methods appropriate to decisions which the safety officer or the manager to whom
they are accountable has to make
19
how to analyse information to identify patterns and trends

how to draw conclusions on the basis of analysing information
the difference between fact and opinion, how to identify these and present them
accordingly
communication
different formats for presenting qualitative and quantitative information which may be
required
how to select a format appropriate to different purposes and recipients of information
how to develop and present a case based on the outcomes of an analysis
how to communicate advice and information effectively both orally and in writing
how to develop and present a reasoned case when providing advice to others
why it is important to confirm the recipients understanding of information and advice
provided and methods which may be used to ensure this
continuous improvement
how to assess the effectiveness of current methods of collecting and storing
information and what procedures to follow in order to make recommendations on
improvements
information handling
the importance of information management to the team and organisational
effectiveness and their role and responsibilities in relation to this
the types of qualitative and quantitative information that are essential to their role and
responsibilities and how to identify these
the range of sources of information that are available to them and how to ensure these
are capable of meeting current and likely future information requirements
how to identify new sources of information that may be required
the range of methods of gathering and checking the validity of such information and
their advantages and disadvantages
different methods of recording and storing information and their advantages and
disadvantages
how to ensure that information is organised in a way that makes it readily accessible
principles of confidentiality what information should be made available to which
people
the importance of the effective analysis of information and their role and
responsibility in relation to this
types of information, both qualitative and quantitative, which they need to able to
analyse
how to select information relevant to the decision to be made and ensure such
information is accurate and relevant
the importance of record keeping to the analysis of information and how such records
should be kept and used
why it is essential to check the validity of advice and information provided to others
how to ensure accuracy, currency, sufficiency and relevance
the principles of confidentiality when handling information and advice what types
of information and advice may be provided to what people
involvement and motivation
why it is important to provide opportunities for team members to make
recommendations on improvements to systems and procedures
how to encourage and enable such recommendations
20
organisational context
organisational policies and legal requirements which have a bearing on the recording
and storage of information and how to interpret these
organisational policies, procedures and resource constraints which may influence
advice given to others
providing support
why it is important to provide advice and information and their role and
responsibilities
the types of advice and information which people may require
how to identify information needs
situations in which it is appropriate to act on ones own initiative in giving
information and advice
why it is important to seek feedback on the quality and relevance of the advice and
information they provide
Record and store information for decision making
use systems and procedures for recording and storing information that are suitable for
the purpose and make efficient use of resources
record and store information in a way that complies with organisational policies and
legal requirements
record and store information so that it is readily accessible in the required format to
authorised people only;
provide opportunities for team members to make suggestions for improvements to
systems and procedures
make recommendations for improvements to systems and procedures to the relevant
people
take into account organisational constraints
See above
Analyse information to support decision making
identify objectives for the analysis that are clear and consistent with the decisions that
need to be made
select information that is accurate, relevant to the objectives of the analysis, and
sufficient to arrive at a reliable decision
use analysis methods that are suitable to achieve the objectives they identified
analyse the information so that they correctly identify the patterns and trends
support the conclusions they draw from the analysis with reasoned argument and
appropriate evidence
differentiate clearly between fact and opinion when presenting the results of the
analysis
keep records of the analysis that are sufficient to show the assumptions and decisions
made at each stage
21

See above
Advise and inform others
research the advice and information needs of their recipients in a way which is
appropriate and sufficient and takes account of organisational constraints
provide advice and information at a time and place and in a form and manner
appropriate to the needs of their recipients
provide information that is accurate, current, relevant and sufficient
provide advice that is consistent with organisational policy, procedures and
constraints
support advice with reasoned argument and appropriate evidence
confirm their recipients understanding of the advice and information they have given
maintain confidentiality according to organisational and legal requirements
use feedback from recipients to improve future provision of advice and information
See above
7
Provide learning opportunities for colleagues

promote the benefits of learning to colleagues and make sure that their willingness
and efforts to learn are recognised
give colleagues fair, regular and useful feedback on their work performance,
discussing and agreeing how they can improve
work with colleagues to identify and prioritise learning needs based on any gaps
between the requirements of their work roles and their current knowledge,
understanding and skills
help colleagues to identify the learning style(s) or combination of styles which works
best for them and ensure that these are taken into account in identifying and
undertaking learning activities
work with colleagues to identify and obtain information on a range of possible
learning activities to address identified learning needs
discuss and agree, with each colleague, a development plan which includes learning
activities to be undertaken, the learning objectives to be achieved, the required
resources and timescales
work with colleagues to recognise and make use of unplanned learning opportunities
seek and make use of specialist expertise in relation to identifying and providing
learning for colleagues
support colleagues in undertaking learning activities making sure any required
resources are made available and making efforts to remove any obstacles to learning
evaluate, in discussion with each colleague, whether the learning activities they have
undertaken have achieved the desired outcomes and provide positive feedback on the
learning experience
work with colleagues to update their development plan in the light of performance,
any learning activities undertaken and any wider changes
22
encourage colleagues to take responsibility for their own learning, including

practising and reflecting on what they have learned
consistently
recognising the opportunities presented by the diversity of people
finding practical ways to overcome barriers
making time available to support others
seeking to understand individuals needs, feelings and motivations and taking an
active interest in their concerns
encouraging and supporting others to make the best use of their abilities
recognising the achievements and the success of others
inspiring others with the excitement of learning
confronting performance issues and sorting them out directly with the people involved
saying no to unreasonable requests
showing integrity, fairness and consistency in decision making
the benefits of learning for individuals and organisations and how to promote these to
colleagues
ways in which they can develop an environment in which learning is valued and
willingness and efforts to learn are recognised
why it is important to encourage colleagues to take responsibility for their own
learning
how to provide fair, regular and useful feedback to colleagues on their work
performance
how to identify learning needs based on identified gaps between the requirements of
colleagues work-roles and their current knowledge, understanding and skills
how to prioritise learning needs of colleagues, including taking account of
organisational needs and priorities and the personal and career development needs of
colleagues
the range of different learning styles and how to support colleagues in identifying the
particular learning style(s) or combination of learning styles which works best for
them
different types of learning activities, their advantages and disadvantages and the
required resources (for example, time, fees, substitute staff)
how/where to identify and obtain information on different learning activities
why it is important for colleagues to have a written development plan and what it
should contain (for example, identified learning needs, learning activities to be
undertaken and the learning objectives to be achieved, timescales and required
resources)
how to set learning objectives which are specific, measurable, achievable, realistic
and time-bound) (SMART)
sources of specialist expertise in relation to identifying and providing learning for
colleagues
what type of support colleagues might need to undertake learning activities, the
resources needed and the types of obstacles they may face and how they can be
resolved
how to evaluate whether a learning activity has achieved the desired learning
objectives
23
the importance of regularly reviewing and updating written development plans in the
light of performance, any learning activities undertaken and any wider changes
how to take account of equality legislation, any relevant codes of practice and general
diversity issues in providing learning opportunities for colleagues
sport and recreation requirements for the development or maintenance of knowledge,
skills and understanding and professional development
learning issues and specific initiatives and arrangements that apply within the field of
sport and recreation
working culture and practices in the sport and recreation sector
relevant information on the purpose, objectives and plans of their team or area of
responsibility or the wider organisation
the work roles of colleagues, including the limits of their responsibilities and their
personal work objectives
the current knowledge, understanding and skills of colleagues
identified gaps in the knowledge, understanding and skills of colleagues
identified learning needs of colleagues
learning style(s) or combinations of styles preferred by colleagues
the written development plans of colleagues
sources of specialist expertise available in / to their organisation in relation to
identifying and providing learning for colleagues
learning activities and resources available in / to their organisation
their organisations policies in relation to equality and diversity
their organisations policies and procedures in relation to learning
their organisations performance appraisal systems
8
Manage the use of physical resources
Plan the use of physical resources (see Glossary)

give opportunities to relevant people to provide information about the physical
resources required
develop plans which take account of relevant past experience, trends and
developments and factors likely to affect future resource use
make sure these plans are consistent with the organisations objectives, policies and
legal requirements
present these plans to relevant people in an appropriate and timely manner
agreements and contracts
how to establish effective agreements with suppliers and the legal, ethical and
organisational requirements which govern these
how to carry out cost-benefit analyses for the use of resources
how to analyse work activities to identify required supplies
how to select from a range of suppliers to ensure value for money, consistency,
quality and continuity of supply within organisational and legal requirements
24
communication
how to present and communicate plans on resource usage effectively
how to develop and present an effective case for resources to relevant people
principles of confidentiality regarding the use of resources: which types of
information may be made available to whom
how to encourage and enable staff to communicate their needs for resources
how to obtain and maximise commitment to resource planning
how to encourage and empower team members to take responsibility for the efficient
use of resources
monitoring and evaluation
how to monitor the provision of supplies to ensure ongoing quality, quantity, delivery
and time requirements are being met
the importance of effective monitoring of resource use to organisational efficiency
and their role and responsibility in relation to this
how to monitor and control resource usage to maintain consistency and quality in the
provision of products and services
organisational objectives, policies and legal requirements relevant to resource usage,
how to interpret these and identify the implications for resource planning
procedures to follow in order to request resources
the legal and organisational requirements which govern the selection of suppliers,
how to interpret these and identify the implications for their work
the organisational and legal requirements regarding the impact of resource usage on
the environment and how to minimise adverse effects
their organisations requirements for controlling resource usage
their planned objectives and measures for resource usage
planning
the principles underpinning effective resource planning and their role and
responsibility in relation to this
how to develop short, medium and long-term plans for the use of resources
the types of trends and developments which might impact on their use of resources,
how to analyse these and draw out the implications for planning
how to adjust work plans in the event of required resources not being available
resource management
the physical resources which they need to carry out their activities effectively
the importance of continuity of supplies to maintaining the quality of products and
services and their role and responsibility in relation to this
the range of suppliers available for the physical resources they require
the range of problems which may occur with supplies and suppliers and effective
corrective action to take in response to these
the importance of accurate record keeping in managing supplies and suppliers, and
systems to ensure that this happens properly
the range of obstacles to efficient use of resources and effective corrective action to
take in response to these
the importance of effective record keeping in the use of resources and how to ensure
that this happens
25
Obtain physical resources

make requests for physical resources that clearly show the costs involved and the
anticipated benefits expected from the use of the resources
present requests for physical resources to relevant people in time for the necessary
resources to be obtained
present requests for physical resources in ways which reflect the commitment of those
who will be using the resources
obtain physical resources that are sufficient to support all activities under their control
agree appropriate amendments to their plans with relevant people when they cannot
obtain the physical resources they need in full
See above
Ensure the availability of supplies
accurately identify the supplies they need
choose from a range of suppliers that is sufficiently wide to ensure adequate
competition and continuity of supplies
negotiate with suppliers in a manner which will maintain good relations with them
reach agreements with suppliers that provide good value and comply with
organisational and legal requirements
monitor the quality and quantity of supplies at appropriate intervals
obtain supplies that consistently meet the organisations requirements for quality,
quantity and delivery
deal with any actual or potential problems with supplies promptly
keep records of supplies that are complete, accurate and available only to authorised
people
See above
Monitor the use of physical resources
give opportunities to team members to take individual responsibility for the efficient
use of physical resources
make sure their teams use of physical resources is efficient and takes into account the
possible impact on the environment
monitor the quality of physical resources continuously
use monitoring methods that are reliable and comply with organisational requirements
monitor the actual use of physical resources against an agreed plan at appropriate
intervals
take prompt corrective action to deal with actual or potential significant deviations
from plans
26
keep records relating to the use of physical resources that are complete, accurate and
available to authorised people only

See above
9
Encourage innovation in their area of responsibility

identify and, periodically, review the approach to and level of innovation within their
area of responsibility
motivate all the people working in their area to identify ideas for new products and /
or services and improvements and other potential sources of ideas and encourage the
sharing of this information
respond enthusiastically to ideas from individuals or teams and provide constructive
feedback
establish and operate a fair and open method for considering and selecting initial ideas
for further development
discuss and agree ways in which selected ideas can be further developed and tested by
individuals or teams
provide ongoing support, encouragement and resources to individuals and teams
engaged in the further development and testing of ideas and help to remove any
identified obstacles
identify, in discussion with the relevant individuals and teams, those ideas which
could be practically implemented, providing help in drawing up and submitting
business cases and plans in support of ideas
approve the practical implementation of ideas, based on the identified benefits, risks
and required resources, when they have the authority to do so, and monitor and review
their progress
champion business cases and plans for ideas submitted by individuals and teams from
their area to other people in the organisation and communicate progress and decisions
recruit and select creative people and encourage and develop the creativity of other
people in their area of responsibility
encourage individuals and teams in their area to take acceptable risks in pursuing
innovation and to make and learn from mistakes
ensure that the originators and developers of any ideas which are successfully
implemented receive recognition for their achievement
consistently
encouraging and supporting others to take decisions autonomously
inspiring others, championing work to achieve common goals
balancing risks against the benefits that may arise from taking risks
constructively challenging the status quo and seeking better alternatives
acting within the limits of their authority
27

the benefits of innovation to the organisation, customers and other stakeholders
the difference between creativity and innovation
how to identify the current approach to and level of innovation in a particular area,
including any strengths that can be built upon, any weaknesses that need to be
addressed and any obstacles to innovation that need to be removed
how to select and apply different methods for motivating people to generate and
develop ideas
the different potential sources of ideas for new products and / or services and
improvements
the importance of communication in innovation and how to encourage communication
across their area of responsibility
the potential obstacles to creativity and innovation and whether and, if so, how they
can be removed
key stages in the creative process
key stages in the innovation process
how to provide constructive feedback on ideas to teams and individuals
how to establish and operate fair and open methods for selecting initial ideas for
further development including providing reasons why particular ideas are not being
taken forward
the range of ways in which initial ideas can be further developed and tested including
setting guidelines or parameters for the use of resources, the level of acceptable risk
and the reporting of progress
how to recognise and manage risk in innovation
how to develop a business case and plans for the practical implementation of an idea
and how to support others in doing this
the characteristics / traits / competencies of creative people and how to recognise
these
how to unlock creativity in themselves and others
the resources required for creativity and innovation, particularly time
how to learn from mistakes
how to recognise the achievements of the originators / developers of ideas which have
been successfully implemented
the sector(s) in which their organisation works
information sources on innovation in their sector(s)
current and emerging political, economic, social, technological, environmental and
legal developments in the sector(s) and in related sectors
their organisations strategy, if it has one, for innovation
the approach to and level of innovation in their area of responsibility
the role of innovation in their organisations culture
organisational guidelines and procedures for developing and implementing ideas
the limits of their authority
the needs of their customers
28
10
Recruit, select and keep colleagues

talk with colleagues who are leaving their area of responsibility to identify and
discuss their reasons for leaving
identify ways of addressing staff turnover problems, implementing those which
clearly fall within their authority and communicating others to the relevant people for
consideration
review, on a regular basis, the work required in their area of responsibility, identifying
any shortfall in the number of colleagues and / or the pool of skills knowledge,
understanding and experience
identify and review the options for addressing any identified shortfalls and decide on
the best option(s) to follow
consult with others to produce or update job descriptions and person specifications
where there is a clear need to recruit
consult with others to discuss and agree stages in the recruitment and selection
process for identified vacancies, the methods that will be used, the associated timings
and who is going to be involved
ensure that any information on vacancies is fair, clear and accurate before it goes to
potential applicants
seek and make use of specialist expertise in relation to recruiting, selecting and
keeping colleagues
participate in the recruitment and selection process, as agreed, making sure that the
process is fair, consistent and effective
make sure that applicants who are offered positions are likely to be able to perform
effectively and work with their new colleagues
judge whether the recruitment and selection process has been successful in relation to
recent appointments in their area and identify any areas for improvements
consistently
recognising the opportunities presented by the diversity of people
working to turn unexpected events into opportunities rather than threats
trying out new ways of working
identifying peoples information needs
complying with, and ensuring others comply with, legal requirements, industry
regulations, organisational policies and professional codes
taking and implementing difficult and / or unpopular decisions, if necessary
acting within the limits of their authority
why it is important to identify and understand why colleagues are leaving and how to
do so constructively and sensitively
the types of reasons colleagues might give for leaving
how to measure staff turnover
the causes and effects of high and low staff turnover
measures which can be undertaken to address staff turnover problems
29
how to review the workload in their area in order to identify shortfalls in the number
of colleagues and / or the pool of skills, knowledge, understanding and experience
different options for addressing identified shortfalls and their associated advantages
and disadvantages
what job descriptions and person specifications should cover and why it is important
to consult with others in producing or updating them
different stages in the recruitment and selection process and why it is important to
consult with others on the stages, recruitment and selection methods to be used,
associated timings and who is going to be involved
different recruitment and selection methods and their associated advantages and
disadvantages
why it is important to give fair, clear and accurate information on vacancies to
potential applicants
how to judge whether applicants meet the stated requirements of the vacancy
sources of specialist expertise in relation to recruitment, selection and retention
how to take account of equality and diversity issues, including legislation and any
relevant codes of practice, when recruiting and selecting people and keeping
colleagues
how to review the effectiveness of recruitment and selection in their area
turnover rates within similar organisation in the industry / sector
recruitment, selection and retention issues and specific initiatives and arrangements
within the industry / sector
working culture and practices of the industry / sector
current human resources available to their area, including skills, knowledge,
understanding and experience of colleagues
work requirements in their area
agreed operational plans and changes in their area
the staff turnover rate in their area
job descriptions and person specifications for confirmed vacancies
local employment market conditions
the organisations structure, values and culture
employment policies and practices within the organisation including recruitment,
selection, induction, development, promotion, retention, redundancy, dismissal, pay
and other terms and conditions
sources of specialist expertise in relation to recruitment, selection and retention used
by their organisation
11
Allocate and monitor the progress and quality of work in their area of
responsibility
explore alternative ways of filling vacant posts
confirm the work required in their area of responsibility with the manager to whom
they are accountable and seek clarification, where necessary, on any outstanding
points and issues
30
plan how the work will be undertaken, seeking views from people in their area of
responsibility, identifying any priorities or critical activities and making best use of
the available resources
ensure that work is allocated to individuals and / or teams on a fair basis taking
account of skills, knowledge and understanding, experience and workloads and the
opportunity for development
ensure that individuals and / or teams are briefed on allocated work, showing how it
fits with the vision and objectives for the area and the overall organisation, and the
standard or level of expected performance
encourage individuals and / or team members to ask questions, make suggestions and
seek clarification in relation to allocated work
monitor the progress and quality of the work of individuals and / or teams on a regular
and fair basis against the standard or level of expected performance and provide
prompt and constructive feedback
support individuals and / or teams in identifying and dealing with problems and
unforeseen events
motivate individuals and / or teams to complete the work they have been allocated and
provide, where requested and where possible, any additional support and / or
resources to help completion
monitor their area for conflict, identifying the cause(s) when it occurs and dealing
with it promptly and effectively
identify unacceptable or poor performance, discuss the cause(s) and agree ways of
improving performance with individuals and / or teams
recognise successful completion of significant pieces of work or work activities by
individuals and / or teams
use information collected on the performance of individuals and / or teams in any
formal appraisals of performance
review and update plans of work for their area, clearly communicating any changes to
those affected
consistently
accordingly
prioritising objectives and planning work to make best use of time and resources.
showing an awareness of their own values, motivations and emotions
clearly agreeing what is expected of others and holding them to account
vigilant for possible risks and hazards
using a range of leadership styles appropriate to different people and situations
how to select and successfully apply different methods for communicating with
people across an area of responsibility
31
the importance of confirming / clarifying the work required in their area of

responsibility with the manager to whom they are accountable and how to do this
effectively
how to identify and take due account of health and safety issues in the planning,
allocation and monitoring of work
how to produce a plan of work for their area of responsibility, including how to
identify any priorities or critical activities and the available resources
the importance of seeking views from people working in their area and how to take
account of their views in producing the plan of work
why it is important to allocate work to individuals and / or teams on a fair basis and
how to do so effectively
why it is important that individuals and / or teams are briefed on allocated work and
the standard or level of expected performance and how to do so effectively
the importance of showing individuals and / or teams how their work fits with the
vision and objectives of the area and those of the organisation
ways of encouraging individuals and / or teams to ask questions and / or seek
clarification in relation to the work which they have been allocated
effective ways of regularly and fairly monitoring the progress and quality of work of
individuals and / or teams against the standards or level of expected performance
how to provide prompt and constructive feedback to individuals and / or teams
why it is important to monitor their area for conflict and how to identify the cause(s)
of conflict when it occurs and deal with it promptly and effectively
why it is important to identify unacceptable or poor performance by individuals and /
or teams and how to discuss the cause(s) and agree ways of improving performance
with them
the type of problems and unforeseen events that may occur and how to support
individuals and / or teams in dealing with them
the additional support and / or resources which individuals and / or teams might
require to help them complete their work and how to assist in providing this
how to select and successfully apply different methods for encouraging, motivating
and supporting individuals and / or teams to complete the work they have been
allocated, improve their performance and for recognising their achievements
how to log information on the ongoing performance of individuals and / or teams and
use this information for formal performance appraisal purposes
the importance of reviewing and updating plans of work for their area in the light of
developments, how to reallocate work and resources and clearly communicate the
changes to those affected
industry / sector requirements for the development or maintenance of knowledge,
understanding and skills
industry / sector specific legislation, regulations, guidelines, codes of practice relating
to carrying out work
the individuals and / or teams in their area of responsibility
the vision and objectives for their area of responsibility
the vision and objectives of the overall organisation
the work required in their area of responsibility
the available resources for undertaking the required work
the plan of work for their area of responsibility
32
12
the organisations written health and safety policy statement and associated
information and requirements
their organisations policy and procedures in terms of personal development
organisational standards or level of expected performance
organisational policies and procedures for dealing with poor performance
organisational grievance and disciplinary policies and procedures
organisational performance appraisal systems
Facilitate meetings
Lead meetings
give people, appropriate to the context and purpose of the meeting, sufficient notice
and information to allow them to contribute effectively
make sure everyone attending the meeting agrees the objectives of the meeting at the
start
allocate discussion time to topics in a way which is consistent with their importance,
urgency and complexity
lead the meeting in a way that helps those attending the meeting to make useful
contributions
discourage unhelpful arguments and digressions
present information and provide summaries clearly, at appropriate points during the
meeting
make sure the meeting achieves its objectives within the allocated time
make sure agreed decisions and recommendations fall within the group's authority
give clear, accurate and concise information about decisions and recommendations to
those who need it
seek feedback from those attending and use this to improve the effectiveness of future
meetings
Required knowledge and understanding for both areas:
communication
how to identify unhelpful arguments and digressions, and strategies which may be
used to discourage these
how to present information during meetings
how to get and use feedback from others
the information concerning the decisions and recommendations of the meeting which
need to be conveyed to others and how to ensure that this has been done effectively
leadership styles
styles of leadership which can be used to run meetings and how to choose a style
according the nature of the meeting
meetings
the value and limitations of meetings as a method of exchanging information and
making decisions
how to determine when meetings are the most effective method of dealing with issues
and possible alternatives which may be used
potential differences between meetings which are internal and those involving people
from outside
33
the purpose of agendas and how to devise agendas according to the issues, intended
outcomes and time available
the importance of determining the purpose and objectives of meetings and how to do
so
the importance of summarising discussions and decisions during meetings and at what
points this is appropriate
how to manage discussions so that the objectives of the meeting are met within the
allocated time
the importance of ensuring decisions taken are within the authority of the meeting
how to prepare for meetings according to different roles and responsibilities which
they may have in relation to the meeting
the importance of consulting in advance with those they (i.e. the safety officer) are
representing and how to do so
the importance of making clear, concise and relevant contributions to meetings and
how to ensure their contributions meet these criteria
how to identify and analyse the problems discussed in meetings and make
contributions capable of clarifying and resolving these
how to determine who are the necessary people to attend the meeting
procedures to follow when calling meetings and preparing for them
working relationships
the importance of constructively acknowledging the contributions and viewpoints of
others and how to do so
Make contributions to meetings
make sufficient preparation for the meeting to enable them to participate effectively
consult with the people they (i.e. the safety officer) are representing sufficiently so
that they can present their views effectively
make contributions to the meeting that are clear, concise and relevant
make contributions to the meeting that help to clarify problems and identify and
assess possible solutions
acknowledge and discuss the contributions and viewpoints of others in a constructive
manner
give clear, accurate and concise information about decisions made at the meeting,
promptly to those who need it.
As above
13
Provide advice and support for the development and implementation of quality
policies
Provide advice and support for the development of quality policies
explain the nature and purpose of quality concepts, standards, systems and
programmes clearly and accurately to relevant people
34
clearly explain the importance of performance measurement to the organisations

success
clearly explain why a documented system for the implementation of quality is
necessary and what benefits it is likely to bring
encourage relevant people to articulate their vision of quality, and make their
commitment to quality explicit, so that they can develop policies to support the
organisations mission
highlight any inconsistencies in the aims and commitments of the venue management
and propose options for resolving them
resolved any conflict between the aims of suppliers and customers and the
organisations vision of quality
provide advice to the venue management on appropriate methods of communicating
quality policies

how to evaluate alternative strategies for implementing quality policies
communication
the principles and processes of effective communication and how to apply them
how to communicate quality policies
how to make recommendations for improvements
customer relations
how to identify customer needs and translate them into deliverable products and
services
how to help people commit themselves to quality and make this commitment explicit
how to develop and agree criteria to monitor the implementation of quality policies
how to monitor the implementation of quality policies
key decision makers and their preferred format for the presentation of information
the organisations vision, mission, objectives and strategies, values and policies
the organisations suppliers and customers, and their aims
the organisations vision of quality
the people within the organisation and its networks who need to be involved in
implementing quality policies
the organisations structure and the responsibilities of people within it
the organisations current and potential customers and suppliers
the organisations capability for delivering products and services
quality management
the range of quality concepts, standards, systems and programmes
the principal performance measurement systems and their importance to the
organisations success
the range of documented systems for quality assurance and the benefits they are likely
to bring
the role of suppliers in implementing quality policies
the range of systems for controlling processes
35
strategic planning
how to help people clarify their vision of quality
the range of strategies which may be adopted to implement quality policies
how to identify and resolve inconsistencies and conflicts
Provide advice and support for the development of strategies to implement quality policies
give relevant people the necessary information, opportunities and support to identify
and select strategies which are consistent with the organisations vision of quality
accurately evaluate alternative strategies for implementing quality and identify their
advantages, disadvantages and resource implications
present the results of their evaluation to relevant people in an effective manner
clarify and emphasise the role of suppliers in implementing policy and identify
appropriate strategies to develop the organisations supplier base
give relevant people effective opportunities, information and support to translate
customer needs into deliverable products and services at optimum cost and speed
give relevant people the necessary information and support to design systems which
control the delivery of products and services which are consistent with quality
strategies and policies
regularly monitor the implementation of quality policies against agreed criteria
make recommendations to relevant people how they could improve quality policies
and the way they are implemented
See above
14
Implement quality assurance systems
Establish quality assurance systems

make sure their analysis of processes is sufficient to determine appropriate quality
assurance systems and measurements
present their recommendations and rationale for establishing quality assurance
systems to relevant people with the appropriate level of detail and degree of urgency
agree implementation plans, taking account of feedback from relevant people
provide opportunities for those involved in quality assurance systems to contribute to
their development
set up systems that clearly specify the processes, procedures and measurements
required to ensure products and services are within the limits of acceptable quality
set up quality assurance systems that are capable of making sure that agreed customer
requirements are consistently met
communicate the establishment or modification of quality assurance systems in a way
which is clear, detailed and allows adequate time for preparation
communicate the results and benefits of assuring quality at times most likely to gain
the commitment of relevant people to the systems
36

communication
how to communicate effectively to colleagues, team members and higher level
managers and sponsors on quality assurance issues
how to develop and argue an effective case for change
continuous improvement
the importance of continuous improvement to the effectiveness of the team and
organisation and their role and responsibilities in relation to this
customer relations
the importance of customer focus in managing quality
the importance of customer focus in managing activities
how to validate information which may be inadequate, contradictory and ambiguous
how to collect and validate sufficient information on the effectiveness of quality
assurance systems to make recommendations on improvement
how to develop and present an effective case for the introduction of quality assurance
systems
the importance of consulting on the introduction of quality assurance systems and
how to do so effectively
how to gain the commitment of staff for quality assurance systems
how to maintain staff commitment to quality assurance systems
how to encourage and enable feedback on quality
how to encourage and enable feedback on quality systems
quality management
the importance of quality assurance and their role and responsibility in relation to this
the meaning of quality in the context of managing activities
the principles underpinning effective quality assurance systems and how to apply
them
the range of quality assurance systems available and their relative advantages and
disadvantages to the activities for which they are responsible
how to analyse work processes and determine the most appropriate quality assurance
systems and measurements
how to specify the requirements of a quality assurance system
the importance of maintaining quality assurance systems and the procedures required
to do so
how to resolve disagreements and disputes in ways which maintain morale and
motivation
Maintain quality assurance systems
present information on quality assurance systems, procedures and responsibilities to
relevant people at a time and place and in a format appropriate to their needs
confirm relevant peoples understanding of, and commitment to, quality assurance
systems at appropriate intervals
collect and evaluate information, and report the results at required intervals, using
agreed methods and against specified performance measures
37
take prompt and effective action to clarify inadequate, contradictory or ambiguous

information
actively encourage relevant people freely to report actual and potential variations in
quality
take timely and effective action, consistent with quality assurance procedures, to
rectify unacceptable variations in products and services

See above
Recommend improvements to quality assurance systems
provide opportunities for relevant people to suggest improvements to quality
assurance systems
base their recommendations on sufficient, valid and reliable information on the
effectiveness and efficiency of quality assurance systems
make recommendations that have the potential to improve the contribution which
quality assurance systems make to the organisation and its customers
present their recommendations to relevant people clearly, logically and in time to be
of use
where recommendations are not accepted, establish the reasons and present these to
relevant people in a manner which maintains morale and motivation
See above
15
Monitor compliance with quality systems
Plan to audit compliance with quality systems

agree the scope and objectives of the audits with relevant people
accurately identify processes in the organisation where non-compliance is most likely
accurately identify the relative risks to the organisation of non-compliance with
quality systems in each of the organisations processes
agree with relevant people a programme of audits which prioritises areas of greatest
risk and likely non-compliance
develop a sufficient number of competent people to carry out the programme of audits
make sure the programme of audits complies with the organisations quality policies
and procedures
how to assess the relative risks of non-compliance with quality systems
communication
how to present progress reports
38
how to report their findings

how to give feedback in a way which enhances confidence and commitment
equal opportunities
the principles, organisational policies, values and legal requirements affecting equal
opportunities at work
how to monitor activities against plans, identify significant variations and decide on
appropriate corrective action
how to evaluate the results of quality audits against the organisations quality
objectives, relevant standards, statutory requirements and industry best practice
how to assess the appropriateness of corrective actions agreed
the relevant structures, responsibilities and processes within the organisation
the people within the organisation, with whom they must agree the scope, objectives
and programme of audits
the organisations quality policy and procedures
the organisations requirements for reporting on compliance with quality systems
quality management
the principles of quality auditing and how to conduct an audit investigation
how to agree the scope and objectives of quality audits
how to assess which of the organisations processes are likely not to comply with
quality systems
the knowledge and skills required by those who will carry out the audits, and how to
assess and develop these knowledge and skills
how to assess the performance of auditors
team working
how to allocate work to a team based on their expertise, development needs and the
need to provide equal opportunities for development to all competent people
how to identify and provide the support and advice people need in order to work
effectively yet autonomously
Implement the audit plan
allocate audits to competent people, taking account of their expertise, development
needs and the need to provide equal opportunities
provide sufficient support and advice to auditors to allow them to work effectively yet
autonomously
regularly monitor the progress of audit activity against the plan, and take appropriate
corrective action in the event of significant variations
provide relevant people with regular reports of progress against the plan
See above
Report on compliance with quality systems
accurately evaluate the results of quality audits against the organisations quality
39
objectives, relevant standards, legal requirements and industry best practice

fully assess the appropriateness of the corrective action agreed to deal with
discrepancies found during audits
advise relevant people, with the appropriate level of urgency, of the risks associated
with non-compliance discovered during audits
report the findings of the evaluation to relevant people in accordance with
organisational requirements
give feedback to those whose performance was audited in a way which enhances their
confidence and commitment to quality
accurately assess the auditors performance and implement appropriate development
activities

See above
16
Manage a project

discuss and agree the key objectives and scope of the proposed project and the
available resources with the project sponsor(s) and any key stakeholders
identify how the proposed project fits with the overall vision, objectives and plans of
the organisation and any programmes of work or other projects being undertaken
develop, in consultation with relevant people, a realistic and thorough plan for
undertaking the project and achieving the key objectives
discuss and agree the project plan with the project sponsor(s) and any key
stakeholders, making changes where necessary
brief any project team members on the project plan and their roles and responsibilities
and provide ongoing support, encouragement and information
put processes and resources in place to manage potential risks arising from the project
and deal with contingencies
implement the project plan, selecting and applying a range of basic project
management tools and techniques to monitor, control and review progress
communicate progress to the project sponsor(s), any key stakeholders and any project
team members on a regular basis
identify, in the light of progress and any problems encountered and wider
developments, any required changes to the project plan, obtaining agreement from
project sponsors and any key stakeholders where necessary
achieve project objectives using the agreed level of resources
confirm satisfactory completion of the project with the project sponsor(s) and any key
stakeholders
evaluate the success of the project, identifying what lessons can be learned and
recognising the contributions of any project team members
consistently
accordingly
presenting information clearly, concisely, accurately and in ways that promote
understanding
creating a sense of common purpose
40
making best use of available resources and proactively seeking new sources of
support when necessary
acting within the limits of their own authority
being vigilant for potential risks and hazards

the fundamental characteristics of projects as opposed to routine management
functions / activities
the role and key responsibilities of a project manager
key stages in the project lifecycle
the importance of the relationship between the project manager and the project
sponsor(s) and any key stakeholders
why it is important to discuss and agree the key objectives and scope of a proposed
project with the project sponsor(s) and any key stakeholders before detailed planning
commences
the type of information needed for effective project planning
why it is important to be able to identify and understand how a project fits with the
overall vision, objectives and plans of the organisation and any programmes of work
or other projects being undertaken
why it is important to consult with relevant people in developing a project plan and
how to do effectively
what should be included in a project plan, particularly activities, required resources
and timescales, and why the plan needs to be discussed and agreed with the project
why it is important that any project team members are briefed on the project plan,
their roles and responsibilities, and how to do so effectively
ways of providing ongoing support, encouragement and information to any project
team members
ways of identifying and managing potential risks in relation to the project
the importance of contingency planning and how to do so effectively
how to select from and apply a range of basic project management tools and
techniques to monitor, control and review progress of the project
effective ways of communicating with project sponsor(s) and any key stakeholders
during a project
the importance of agreeing changes to the project plan with the project sponsor(s) and
any key stakeholders
the type of changes that might need to be made to a project plan during
implementation
why it is important to confirm satisfactory completion of the project with the project
sponsor(s) and any key stakeholders and how to do so effectively
how to establish effective systems for evaluating the success of projects and
identifying lessons for the future
the importance of recognising the contributions of project team members to the
success of projects and different ways of doing so
41
project management tools and techniques commonly used in the industry or sector
risks and contingencies common to the industry / sector
industry / sector specific legislation, regulations, guidelines and codes of practice
the project sponsor(s) the individual or group for whom the project is being
undertaken
key stakeholders the individuals or groups who have a vested interest in the success
of the project and the organisation
the agreed key objectives and scope of the proposed project and the available
resources
the overall vision, objectives and plans of the organisation and any other relevant
programmes of work or other projects being undertaken
mechanisms for consulting on the development of the project plan and the views /
thoughts received from relevant people in relation to proposals
the agreed project plan
the roles and responsibilities of any project team members
methods used for briefing, supporting, encouraging and providing information to any
project team members
processes and resources put in place to manage potential risks and deal with
contingencies
type and nature of potential risks identified and contingencies encountered
specific project management tools and techniques used to monitor, control and review
progress
processes in place for communicating information on progress of the project to the
project sponsor(s), any key stakeholders and any project team members
processes in place for identifying and agreeing changes to the project plan and any
changes which have been made
processes for confirming satisfactory completion of the project with the project
processes for evaluating the success of the project and any lessons which have been
learned from undertaking the project
methods used for recognising the contributions of any project team members to
successful projects
17
Brief the media
This subject does not form part of the work of safety officers in most countries and does not
specifically relate to the safety of the venue or of the spectators. Training in this matter
would not normally form part of the usual syllabus for a safety officer but would instead be
given on a more ad hoc basis, according to the needs and circumstances of the state
concerned. It would teach competency, skills and understanding required by a press
spokesman or media liaison officer. These might include, inter alia:
a positive relationship with the key journalists / reporters so that they will contact the
safety officer following an incident, in the knowledge that they will receive an
authoritative account
the ability to provide a clear account of the incident and of the response that was
adopted
42
the ability to provide a positive proactive account so as to set the agenda for the media
coverage
the ability to speak openly and frankly about what has occurred

knowledge and understanding of the situation at the venue
an understanding of the means of communication between the safety officer, venue
management, police and other authorities with supporters
an understanding of preventive measures taken to avert an incident
an understanding of the circumstances of an incident
an understanding of the outcome and consequences of an incident
knowledge and understanding of responsibilities and procedures
agreement in advance over what may be said
an understanding of the position of the safety officer in the management structure and
of the extent of his authority to speak on behalf of the venue safety management
a clear agreement with other agencies, in particular the police and public authorities,
over who may speak in what circumstances so as to avoid possible mixed messages
a recognition that all statements to the media should be logged so as to prevent future
disagreement about what was said
43
INDICATIVE ANNEX B
1
Prepare stewards and venues for spectator events
Allocate responsibilities to stewards

assess the competence of stewards for particular roles and responsibilities using
relevant information
make sure this information is complete, accurate and up to date
choose stewards for roles and responsibilities who meet the required specifications
ensure there is the correct number of stewards for the designated area
make sure that the allocation of stewards to roles and responsibilities takes account of
legislation and local statutory requirements
for all areas
the importance of thorough preparation prior to events and the possible consequences
of not doing so
legal and organisational requirements relating to safety at the venue
basic requirements of any Health and Safety at Work legislation and how these apply
to stewards at events
all relevant aspects of the area within the individuals control
all relevant aspects of the programme for the event and the types of spectators who
are likely to attend
the importance of having stewards with the right level of competence for their roles
and responsibilities
the roles and responsibilities of stewards in the individuals area of responsibility and
the competences which stewards need to fulfil these roles and responsibilities
how to assess the competence of stewards to ensure they can fulfil their roles and
responsibilities
the number of stewards needed in their area of responsibility
how to decide when it will be necessary to request more stewards and the procedures
to follow
Brief stewards on arrangements for the event
find out what information the stewards will need and obtain all the necessary
information before the briefing
clearly and accurately communicate the main points which are relevant to the
stewards and the reasons why they are important
check the stewards understanding of what has been said and answer any questions
clearly and correctly
44
recognise and quickly deal with any misunderstandings

make sure that written briefing sheets are available in good time for the briefing
brief the stewards in a way which maintains a responsible attitude to the event and the
arrangements
make sure that the stewards are properly equipped and dressed for the event
complete any required records of the briefing correctly and legibly

the importance of stewards being properly briefed before events and how to brief
clearly and effectively
how to decide what information stewards will need to carry out their roles properly
how to get the required information
the relevant points which stewards need to know and why these things are important
why it is important to check understanding and how to do so
the types of questions which stewards may have and how to answer these
how to recognise and deal with misunderstandings, and the types of
misunderstandings which may crop up
the importance of clear written briefing sheets how to get these and check them
the correct tone to adopt when briefing stewards so that they have a responsible
attitude to the event and their responsibilities
the equipment which the stewards will need for the event and the procedures to access
these and make sure they are properly equipped
the records which need to be completed and the importance of completing these
properly
Check the venue before the event
make sure that their designated area is carefully checked, following organisational
procedures
make sure that any hazards to spectators and stewards are identified and promptly
reported
correctly assess the seriousness of the hazard in consultation with the responsible
person
take action which is appropriate to the nature of the hazard and the circumstances,
following organisational procedures
make sure that whatever action they take does not endanger themselves or others
clearly report the hazard and the action they have taken to the responsible colleague
complete all necessary records legibly and correctly.
the main features of the areas in their responsibility and the types of hazards which
are likely to occur
how to organise the checking of their area
how to assess hazards that may cause harm to spectators and to stewards
the types of actions to take in response to these hazards
types of action which may endanger self and others
hazard reporting procedures
45
the records which need to be completed and the importance of completing these
properly
Maintain stewarding in designated areas and deal with spectator problems and
emergencies
Monitor and ensure stewarding is provided in the designated area

monitor the stewards in the designated area
make sure there is the correct number of stewards at designated points, and that they
are carrying out their duties throughout the event
monitor and maintain the safety of stewards
obtain information about the conditions in the area of responsibility throughout the
event
evaluate this information at agreed intervals
communicate with the responsible colleague using the agreed procedures
keep accurate and clear records of all significant information and decisions following
organisational procedures
provide the stewards with clear and prompt directions in line with organisational and
legal requirements
for all areas
safety procedures within the venue
the organisational and legal requirements which are relevant, for example the relevant
legislation and the venues safety certificate
the overall importance of monitoring stewarding arrangements and the possible
consequences of not doing so
how to monitor stewards in the designated area
how to monitor and ensure the safety of stewards
numbers of stewards in the designated area and their duties
the information needed about conditions in the designated area and how to get it
how to evaluate information received
procedures for relaying information to the responsible colleague
the records which need to be kept and why they are important
how to give effective directions to stewards
Assess and respond to referred problems and emergencies
promptly assess the seriousness of the problem and / or emergency using the
information available
instruct the stewards to take action which is appropriate to the problem and / or
emergency and agreed procedures
make all decisions impartially
provide stewards with clear and calm instructions
promptly and clearly inform the responsible colleague of the problem and / or
46
emergency and the action being taken

record information on the problem and / or emergency and the action taken legibly on
the required record sheet
communicate with spectators in a sympathetic but assertive manner

the individuals responsibilities and level of control for dealing with referred
problems and emergencies
the types of crowd behaviour, physical hazards and emergencies which are likely to
occur
how to assess the seriousness of the types of problems and emergencies, the
appropriate action to take and procedures to follow
the importance of making decisions impartially and what this means
the importance of giving clear and calm instructions to stewards and how to do so
the records which need to be kept and why they are important
why it is important to communicate with spectators sympathetically and assertively
and how to do so
Debrief stewards and check venue and equipment
obtain the information needed for debriefing from the responsible colleague
encourage the stewards to provide both positive and negative feedback on the event
and arrangements
make sure all incidents are fully reported and recorded
check the accuracy and relevance of feedback with other stewards
collect all the relevant information, evaluate and communicate it to the responsible
colleague
make sure that all reports are factual and follow agreed procedures
follow the organisational procedures for getting equipment back from the stewards
follow organisational procedures for checking the venue
record and report issues to do with equipment and the venue to the responsible
colleague
the importance of debriefing, the information which is needed for debriefing sessions
and how to obtain it
the importance of getting both negative and positive feedback on the event and the
arrangements and how to encourage such feedback effectively
why it is important to check the accuracy and relevance of feedback with other
stewards
how to evaluate feedback and pick up on the main points
reporting procedures
why equipment and venue must be checked following an event
how to identify damaged and ineffective equipment and the procedures for removing
it from service
how to check the venue following an event
reporting procedures for the equipment and venue
47

remain calm and follow their organisations procedures
protect the casualty and other people involved from further risk
call for qualified assistance that is appropriate to the casualtys condition
provide reassurance and comfort to those involved
give the qualified assistance clear and accurate information about what happened
follow the accident reporting procedures, as required
for all areas
the values or codes of practice relevant to the work they are carrying out
the importance of dealing with accidents and emergencies promptly, calmly and
correctly
the types of injuries and illnesses that may occur in their area of work
how to deal with these before qualified assistance arrives
how to decide whether to contact the on-site first aider or immediately call the
emergency services
who is the on-site first aider and how to contact them
the procedures they should follow to contact the emergency services
why it is important to protect the casualty and others involved from further harm
the procedures they should follow to protect the casualty and others
why it is important to provide comfort and reassurance and how to do so
their responsibilities for reporting accidents and the procedures they should follow
give the people involved in the emergency clear and correct instructions
carry out their role in the emergency procedures calmly and correctly
maintain the safety of the people involved
follow the correct procedures for reporting the emergency
report any problems with the emergency procedures to the relevant colleague
the emergency procedures in their place of work for fires, security incidents and
missing persons
what instructions they must give to the people involved
their organisations reporting procedures for emergencies
the types of problems that may occur when they are carrying out emergency
procedures, why and to whom they should report them
48
Develop productive working relationships with colleagues

establish working relationships with all colleagues who are relevant to the work being
carried out
recognise, agree and respect the roles and responsibilities of colleagues
understand and take account of the priorities, expectations, and authority of
colleagues in decisions and actions
fulfil agreements made with colleagues and let them know
advise colleagues promptly of any difficulties or where it will be impossible to fulfil
agreements
identify and sort out conflicts of interest and disagreements with colleagues in ways
that minimise damage to the work being carried out
exchange information and resources with colleagues to make sure that all parties can
work effectively
provide feedback to colleagues on their performance and seek feedback from
colleagues on their own performance in order to identify areas for improvement
the benefits of developing productive working relationships with colleagues
principles of effective communication and how to apply them in order to
communicate effectively with colleagues
how to identify disagreements with colleagues and the techniques for sorting them out
how to identify conflicts of interest with colleagues and the measures that can be used
to manage or remove them
how to take account of diversity issues when developing working relationships with
colleagues
the importance of exchanging information and resources with colleagues
how to get and make use of feedback on their performance from colleagues
how to provide colleagues with useful feedback on their performance
sector specific knowledge and understanding
regulations and codes of practice that apply in the industry or sector
standards of behaviour and performance in the industry or sector
working culture of the industry or sector
current and future work being carried out
colleagues who are relevant to the work being carried out, their work roles and
responsibilities
processes within the organisation for making decisions
line management responsibilities and relationships within the organisation
the organisations values and culture
power, influence and politics within the organisation
standards of behaviour and performance expected in the organisation
information and resources that different colleagues might need
agreements with colleagues
49
Support the efficient use of resources
Make recommendations for the use of resources

give relevant people the opportunity to provide information on the resources the team
needs
make recommendations for the use of resources that take account of relevant past
experience
make recommendations that take account of trends and developments which are likely
to affect the use of resources
make recommendations that are consistent with team objectives, organisational
policies and environmental concerns
make recommendations that clearly indicate the potential benefits they expect from
the planned use of resources
present the recommendations to relevant people in an appropriate and timely manner
Required knowledge and understanding (for both areas):
how to communicate effectively with team members, colleagues and line managers
how to develop and argue an effective case for changes in the management of
resources
how to enable people to identify and communicate the resources they need
how to encourage others to take responsibility for the control of resources in their own
area of work
team objectives and organisational policies regarding the use of resources
organisational procedures for making recommendations on the use of resources
the trends and developments which may influence the future use of resources and how
to plan for these
the potential environmental impact of the resources being used
the problems which may occur with resources and how they can deal with these
the importance of effective management of resources to organisational performance
the principles underpinning the effective and efficient management of resources
the importance of keeping accurate records on the use of resources
how to monitor and control the use of resources to maximise efficiency, whilst
maintaining the quality of products and services
how to analyse the past use of resources, and utilise the results to make
recommendations on more effective use of resources in the future
Contribute to the control of resources
give relevant people opportunities to take individual responsibility for the efficient
use of resources
monitor the use of resources under their control at appropriate intervals
make sure the use of resources by the team is efficient and takes into account the
potential impact on the environment
monitor the quality of resources continuously and ensure consistency in product and
service delivery
50
identify problems with resources promptly, and make recommendations for corrective
action to the relevant people as soon as possible
make recommendations for improving the use of resources to relevant people in an
appropriate and timely manner
make sure that records relating to the use of resources are complete, accurate and
available to authorised people only

See above
6

evaluate, at appropriate intervals, the current and future requirements of their workrole taking account of the vision and objectives of their organisation
consider their values and their career and personal goals and identify information
which is relevant to their work-role and professional development
discuss and agree personal work objectives with those to whom they report and how
they will measure progress
identify the learning styles which work best for them and ensure that they take these
into account in identifying and undertaking development activities
identify any gaps between the current and future requirements of their work-role and
discuss and agree, with those to whom they report, a development plan to address any
identified gaps in their current knowledge, understanding and skills and support their
own career and personal goals
undertake the activities identified in their development plan and evaluate their
contribution to their performance
review and update their personal work objectives and development plan in the light of
performance, any development activities undertaken and any wider changes
get regular and useful feedback on their performance from those who are in a good
position to judge it and provide objective and valid feedback
ensure that their performance consistently meets or goes beyond agreed requirements
the principles which underpin professional development
the importance of considering their values and career and personal goals and how to
relate them to their job role and professional development
how to evaluate the current requirements of a work role and how the requirements
may evolve in the future
how to set objectives which are specific, measurable, achievable, realistic and timebound (SMART)
how to identify development needs to address any identified gaps between the
requirements of their work-role and their current knowledge, understanding and skills
what an effective development plan should contain and the length of time that it
should cover
the range of different learning style(s) and how to identify the style(s) which work(s)
best for them
51
the type of development activities which can be undertaken to address identified gaps
in their knowledge, understanding and skills
how to identify whether / how development activities have contributed to their
performance
how to update work objectives and development plans in the light of performance,
feedback received, any development activities undertaken and any wider changes
how to monitor the quality of their work and their progress against requirements and
plans
how to evaluate their performance against the requirements of their work-role
how to identify and use good sources of feedback on their performance
sector specific knowledge and understanding
industry / sector requirements for the development or maintenance of knowledge,
skills and understanding and continuing professional development
the requirements of their work-role including the limits of their responsibilities
the vision and objectives of their organisation
their own values and career and personal goals
7
Manage information for action
Gather required information

gather information that is accurate, sufficient and relevant to the purpose for which it
is needed
take prompt and effective action to overcome problems in gathering relevant
information
record and store the information they gather according to their organisations systems
and procedures
ensure that the information they gather is accessible in the required format to
authorised people only
identify possible improvements to systems and procedures and pass these on to the
relevant people
Required knowledge and understanding (for all areas):
how to give information and advice effectively in both oral and written format
how to develop and present a reasoned case when providing advice to others
the importance of confirming the recipients understanding of the information and
advice which have been provided and how to do so
the importance of seeking feedback on the quality and relevance of the advice and
information provided , and how to encourage and enable such feedback
how to identify unhelpful arguments and digressions, and strategies which may be
used to discourage these
the styles of leadership which can be used to run meetings and how to choose a style
according the nature of the meeting
the value and limitations of meetings as a method of exchanging information and
making decisions
how to determine when a meeting is the most effective way of dealing with issues and
the possible alternatives available
52
the importance of determining the purpose and objectives of meetings and how to do
so
how to manage discussions so that the objectives of the meeting are met within the
allocated time
the procedures to follow in order to make recommendations for improvements to
systems and procedures
organisational policies, procedures and resource constraints which may affect advice
and information given to others
how to determine who are the necessary people to attend the meeting
procedures to follow when calling meetings and preparing for them
the importance of gathering, validating and analysing information to team and
organisational effectiveness and their role and responsibility in relation to it
the types of qualitative and quantitative information which are essential to their role
and responsibilities
how to gather information electronically and manually
the importance of providing information and advice to others and their role and
responsibility in relation to it
the types of information and advice that other people may require
how to gather the information needed for their job
the types of problems which may occur when gathering information and how to
overcome them
how to record and store the information which is needed
the importance of checking the validity of information and advice provided to others
and how to do so
the principles of confidentiality when handling information and advice; the types of
information and advice which may be provided to different people
how to assess the effectiveness of current methods of gathering and storing
information
Inform and advise others

give information and advice at a time and place, and in a form and manner,
appropriate to the needs of recipients
ensure the information and advice they give is accurate, current, relevant and
sufficient
give information and advice that is consistent with the organisations policy,
procedures and resource constraints
use reasoned arguments and appropriate evidence to support their information and
advice
check and confirm recipients' understanding of the information and advice that they
have given
maintain confidentiality according to the organisations requirements
seek feedback from recipients about the information and advice they provided, and
use this feedback to improve the ways in which information and advice is given
53

See above
Hold meetings
give sufficient notice of the meeting to allow the necessary people to attend
make the purpose and objectives of the meeting clear at the start
adopt a style of leadership that helps people to make useful contributions
discourage unhelpful arguments and digressions
achieve the objectives of the meeting within the allocated time
give clear, accurate and concise information about outcomes of the meeting promptly
to those who need it
Required knowledge and understanding
See above
8
Communicate with people where there is conflict

communicate with people in a way that minimises and reduces conflict
maintain their own personal space
respect the personal space of others
listen actively to what people are saying to them
show empathy
use sensitive questioning to get further information about the situation
summarise and feed back to people what they have said and confirm the supervisors
understanding of the situation
Required knowledge and understanding (both areas):
the types of situation that are likely to arise where there is conflict
the correct responses for each of these types of situation
legal considerations covering self-defence and the use of force and their own role and
responsibilities
the importance of effective communication with people in cases of conflict and how
poor communication can make situations worse
the appropriate forms of body language and other non-verbal types of communication
to use
what is meant by personal space, why it is important to maintain their personal space
and how to do so
why and how to respect the personal space of others
why it is important to show they are listening actively to what is being said and how
to do so
how to show empathy and why this is important
how to use sensitive questioning to get information about a situation
why it is important to summarise and feed back to others what they have heard them
say
54
how to carry out risk assessments in situations where there is conflict and the factors
they should bear in mind
situations in which it would be appropriate to:
o do nothing
o maintain observation
o give advice or a warning
o use a report or incident card
o consider ejection
o consider arrest
why should they inform the safety officer / control room of their initial response
why they should collect and report information about the people involved and the
situation and how to do so
how to maintain their own personal safety and that of others involved in the situation
why it is important to keep an accurate record of what has happened
what they should record that could be used as evidence
other sources of evidence that may be used

assess the risks to themselves and others in the situation
assess the seriousness of the situation and the behaviour of the people involved
maintain their own personal safety
follow agreed procedures for the type of situation and people involved
collect and report necessary information about the people involved and the situation
See above
9

assess the need to use force according to legal requirements
call for assistance
only use the amount of force justified by the resistance offered by the people involved
make sure use of force is tactically sound for the situation
minimise the risk of injury
maintain their own personal safety and that of others
take people to a secure area
keep an accurate record of what has happened
Required knowledge and understanding (both areas):
the implications of unlawful behaviour for the safety, security and welfare of
spectators
offences that constitute unlawful behaviour at the types of events in which they are
involved
situations in which they can legally justify the use of force
55
the law as it applies to the defence of self-defence

approved techniques they can use to restrain people
basic principles of customer care
factors to bear in mind for example the relative strength, size and number of people
involved when using force and how to vary their approach according to these factors
why it is important to minimise the risk of injury to those involved
the agreed procedures for detaining people
the limits of what they are allowed to do in regard to restraining and detaining people
the basic legal requirements for detaining people
situations where detaining people is not lawful
the possible implications of detaining people, for example, unlawful arrest, and false
imprisonment
safety techniques for detaining people
the importance of maintaining contact with the safety officer / control room during
incidents and of following their instructions
what they should record that which could be used as evidence
the importance of giving full and accurate information to the police
procedures for reporting to the police

identify situations where detention is necessary and lawful
follow agreed procedures and explain to people involved what is happening and why
use a minimum of force and remain polite and courteous throughout the incident
maintain their own safety and that of the people involved
keep in contact with their safety officer / control room during the incident and follow
their guidance
hand over people to the police and give them full and accurate information about the
incident
See above
10
Work with others to improve customer service
Work with others to follow plans for improving customer service

contribute constructive ideas to plans for improving customer service
identify what they have to do to follow plans to improve customer service and
confirm this with others
co-operate with others to follow plans to improve customer service
keep their commitments made to others
keep others advised of situations that may affect plans to improve customer service
56
Required knowledge and understanding (for all areas):

their customers rights and how these rights limit what the senior stewards are able to
do for their customer
the specific aspects of:
o health and safety
o data protection
o equal opportunities
o disability discrimination
o child protection
o legislation and regulations that affect the way the products or services they
deal with can be delivered to their customers
industry, organisational and professional codes of practice and ethical standards that
affect the way the products or services with which they deal can be delivered to their
customers
any contractual agreements that their customers have with their organisation
the products or services of their organisation relevant to their customer service role
the guidelines laid down by their organisation that limit what they can do within their
job
the limits of their own authority and when they need to seek agreement with or
permission from others
any organisational targets relevant to their job, their role in meeting them and the
implications for their organisation if those targets are not met
how to communicate in a clear, polite, confident way and why this is important
who else is involved either directly or indirectly with their ability to offer their
organisations products or services
the roles and responsibilities of others in their organisation
the roles of others outside their organisation who have an impact on the products or
services they provide
what the goals or targets of their organisation are in relation to customer service and
how these are set
the legal and organisational responsibilities relevant to their job role
they will also need to show that they are aware of the position of their organisation in
the wider context
they will need to show that they have worked within the rules and regulations of
their organisation and have applied high levels of knowledge and understanding when
dealing with their customers
they will be expected to show that they are aware of:
o major competitors of their organisation
o the effects of legislation on the performance of their organisation
o the implications of a change of structure, products or services for their
organisation
o the implications of other market place activities on their organisation
Monitor own performance against plans to improve customer service
discuss with others how what they do affects their customer service performance
57
identify how the way they work with others contributes towards meeting plans to
improve customer service
continuously review their own performance with others against plans to improve
customer service

As above
Monitor joint performance against plans to improve customer service
discuss with others joint performance measured against aims to improve customer
service
identify with others how joint efforts to follow plans and achieve aims could be
improved
take action with others to improve joint customer service performance
identify how the way they have worked with others improved customer service for
their organisation and for their customers
As above
58
INDICATIVE ANNEX C
Safety stewards
1
Prepare for spectator events
Prepare for stewarding activities

follow the registration procedures correctly and on time
collect their passes, identification and other resources, looking after these and
returning them after the event
attend the pre-event briefings as required
note all the necessary information which is given at the briefings
correctly follow the pre-event routines and stewarding procedures
basic legal requirements covering the type of event the steward is involved in
the stewards legal responsibilities and powers and the limits of these
awareness of relevant guidance documents on safety at events
the importance of registration and briefing
the importance of receiving, looking after and returning passes, identification and
other resources
the importance of keeping careful notes at briefings
the importance of pre-event routines
pre-event timings
the information to be recorded
emergency procedures, relevant code words and assembly points
the pre-event routines
Identify and deal with physical hazards
follow agreed procedures to check equipment
keep disruption to a minimum
identify hazards in his/her designated area
follow agreed procedures for assessing risk
take prompt action appropriate to the hazard and the risk, following agreed procedures
and instructions
communicate verbally and non-verbally with colleagues and other people involved
make sure that any action is not dangerous for the steward and other people involved
clearly and accurately report the situation and what action has been taken to the
supervisor
59

how to check the equipment listed
the importance of not disrupting the public when carrying out checks
what to look for
how to assess the seriousness of the physical hazards listed
the correct action to take for each of the types of physical hazard listed
why it is important to communicate clearly with people and colleagues
the sort of action which could endanger the steward and others
the correct reporting procedures for the types of physical hazards listed
Search the venue area for suspect items
get information on the type of item for which they are searching
search the designated area thoroughly following instructions
identify any suspect items and other suspicious circumstances
maintain their personal safety and the safety of other people
report what has been found following agreed procedures
the importance of collecting information on the item for which they are searching
how to search the areas listed carefully and thoroughly
contents of the safety handbook
2
Control the entry, exit and movement of people at spectator events
Control the entry and exit of people at events

have the necessary resources ready for use
make sure their behaviour and appearance meets agreed standards at all times
greet people in a way that makes them feel welcome and at ease
pay careful attention to their designated area throughout their period of duty
admit people and refuse entry according to agreed procedures
provide people with clear reasons why they have been refused entry
control the queues in a safe and orderly manner
supervise the safe exit of people according to the agreed procedures
inform their supervisor when there are problems that they cannot deal with on their
own
the basic principles of customer care
the importance of wearing correct identification
the equipment they are required to carry
articles which contravene the venue rules and the procedures to follow
the importance of carefully monitoring the designated area
how to control queues in an orderly and safe manner
the laws of trespass and refusing entry
60
the procedures for excluding people under the relevant legislation

reasons why explanations should be given for refusing entry
Search people for unauthorised items

identify the people to be searched on entry according to the agreed procedures
ask the identified people for permission to search and follow the agreed procedures if
they refuse
only search people of the same sex as themselves
follow the correct procedures when they find unauthorised items and explain these
procedures to the people involved
inform their supervisor about any unlawful items which they find
treat the people involved with courtesy and respect at all times
the problems that may occur if they are prejudiced against people because of their
appearance
the importance of only searching people of the same sex as themselves
the correct methods of carrying out personal searches
conflicts that may occur when carrying out searches and how to resolve these
the importance of providing people with proper explanations and treating people with
courtesy
the organisations policies for searching people
how to identify prohibited items
the correct procedures for dealing with prohibited items
the precautions to take to protect themselves against items which may cause injuries
during the search
the basic legislation which authorises them to search spectators and what this allows
them to do
Give people information and help them with other problems
communicate with people politely and clearly
ask for information which is relevant to their problem
make sure their understanding of the problem is correct
give people help which is appropriate to the problem and agreed procedures
refer people to another source of help if necessary
keep people informed of progress
deal with any complaints positively and sympathetically, as appropriate to the
situation
how to communicate with the different types of people
how to get hold of the information which people may need
information which should not be provided according to organisational policy
location of the main facilities
61
the approved procedures for giving directions and providing information

the importance of getting all the relevant information if they want to solve a problem
the importance of being polite
the importance of being positive when handling complaints and giving apologies
the approved procedures for dealing with the problems listed
the person to whom they should refer problems when they cannot deal with them
themselves
Monitor spectators and deal with crowd problems
Monitor crowds and identify potential problems

have the necessary resources ready for use
make sure their behaviour and appearance meets agreed standards at all times
carry out their duties impartially
pay careful attention to the crowd and the conditions in their designated area
throughout their period of duty
identify crowd problems when they occur
the importance of carefully observing crowds and areas
the importance of wearing stewards identification at all times
what resources they need to have available and why
what to look for when monitoring crowds
why its important to carry out their duties impartially how to do so
what sort of personal conduct and appearance is appropriate and why
the particular hazards to look out for in the types of areas listed
Follow instructions and procedures to deal with crowd problems
assess and report the crowd problem, answering any questions from supervisors
clearly and accurately
take action following instructions and agreed procedures
make sure that any action is not dangerous to themselves and the other people
involved
communicate clearly with the people involved and colleagues
reassure the people involved and encourage them to be calm and follow instructions
keep their control room / supervisor informed of the situation
basic legal requirements covering disability, discrimination, child protection and
safety
the obvious signs of the types of hazardous behaviour listed
how to assess the seriousness of the behaviour
the correct action to take for different types of crowd problem and the procedures to
follow
62
conflict management techniques and defensive tactics

why its important to communicate clearly with the people involved and colleagues
why its important to reassure the people involved and encourage them to be calm and
how to do so
the type of action which might endanger themselves and others
the correct reporting procedures to use
Communicate with people in conflict situations

communicate with people in a way that minimises and reduces conflict
maintain their own personal space
respect the personal space of others
listen actively to what people are saying to them
show empathy
use sensitive questioning to get further information about the situation
summarise and feed back to people what they have said and confirm their
understanding of the situation
Required knowledge and understanding (for both areas):
the types of situation that are likely to arise where there is conflict
the correct responses for each of these types of situation
legal considerations covering self-defence and the use of force and their own role and
responsibilities
the importance of effective communication with people in situations where there is
conflict and how poor communication can make situations worse
the appropriate forms of body language and other non-verbal types of communication
to use
what is meant by personal space and why it is important to maintain their personal
space and how to do so
why and how to respect the personal space of others
why it is important to show they are listening actively to what is being said and how
to do so
how to show empathy and why this is important
how to use sensitive questioning to get information about a situation
why it is important to summarise and feed back to others what they have heard them
say
how to carry out risk assessments in situations where there is conflict and the factors
they should bear in mind
situations in which it would be appropriate to:
o do nothing
o maintain observation
o give advice or a warning
o use a report or incident card
o consider ejection
o consider arrest
63
why they should inform the supervisor / control room of their initial response
why they should collect and report information about the people involved and the
situation and how to do so
what they should record which could be used as evidence

assess the risks to themselves and others in the situation
assess the seriousness of the situation and the behaviour of the people involved
maintain their own personal safety
follow agreed procedures for the type of situation and people involved
collect and report necessary information about the people involved and the situation
See above
5
Contribute to the work of their team
Work effectively with colleagues

establish a working relationship with their colleagues that helps them to work well
together
communicate with their colleagues clearly
maintain standards of professional behaviour
carry out their duties and commitments to colleagues as agreed, or warn them in good
time when they cannot do what their colleagues expect
ask for help and information when they need it
provide their colleagues with help and information when they need it, as long as this
is in line with their organisations policies and procedures
contribute to team discussions
follow the correct procedures when they have disagreements or difficulties with
colleagues
for all areas
the importance of effective team work
how improving their own work and the work of their team can improve their
organisation as a whole and the level of service that the customer receives
what good working relationships with their colleagues means
how to establish good working relationships with their colleagues
why it is important to communicate clearly with their colleagues
64
how to communicate with managers in their organisation

the duties for which they are responsible
why it is important to carry out their duties as agreed or warn colleagues in good time
if they cannot
situations in which they may need help in their work and why they should always ask
for help and information in these situations
situations in which they may need to provide help and information to their colleagues
situations in which they should not provide help and information to their colleagues
the purpose of team meetings
why team discussions are important and why they should contribute to them
procedures for dealing with conflict in their organisation
Improve their own work

evaluate all aspects of their work
ask their colleagues and customers for feedback on their work
handle constructive criticism positively
work with a relevant person to
o identify their strengths and areas where they could improve their work
o identify new areas of skill and knowledge they may need for future
responsibilities
o plan ways in which they could improve their work and prepare for future
responsibilities
take part in relevant training and development
regularly review their personal development
why it is important to continuously improve their own work
why it is important to assess their own work themselves and get feedback from their
colleagues
what it means to handle criticism positively and why this is important
the relevant member of staff in their organisation with whom they can plan and
develop their work
the procedures they should follow when they want to take part in training and
development activities
Help to improve the work of their organisation
ask customers for feedback on the services their organisation provides
identify ways in which the team could improve their organisations services to
customers
suggest these improvements to their colleagues, following the correct procedures
discuss how these improvements could be put into practice with relevant colleagues
and listen to their ideas
help to change services so that they meet the needs of their customers
65
6.
the types of situations in which customers provide feedback on the services they
receive
why it is important to listen to customer feedback
how to identify areas where the teams work could be improved
the procedures they should follow for making suggestions on how to improve services
to customers
why it is important to discuss their suggestions with colleagues and to take account of
their ideas

remain calm and follow their organisations procedures
protect the casualty and other people involved from further risk
call for qualified assistance that is appropriate to the casualtys condition
provide reassurance and comfort to those involved
give the qualified assistance clear and accurate information about what happened
follow the accident reporting procedures, as required
for all areas
the importance of dealing with accidents and emergencies promptly, calmly and
correctly
the types of injuries and illnesses that may occur in their area of work
how to deal with these before qualified assistance arrives
how to decide whether to contact the on-site first aider or immediately call the
emergency services
who is the on-site first aider and how to contact them
the procedures they should follow to contact the emergency services
why it is important to protect the casualty and others involved from further harm
the procedures they should follow to protect the casualty and others
why it is important to provide comfort and reassurance and how to do so
their responsibilities for reporting accidents and the procedures they should follow
give the people involved in the emergency clear and correct instructions
carry out their role in the emergency procedures calmly and correctly
maintain the safety of the people involved
follow the correct procedures for reporting the emergency
report any problems with the emergency procedures to the relevant colleague
66

the emergency procedures in their place of work for fires, security incidents and
missing persons
what instructions they must give to the people involved
their organisations reporting procedures for emergencies
the types of problems that may occur when they are carrying out emergency
procedures, why they should report them and to whom they should report them
7

assess the need to use force according to legal requirements
call for assistance
only use the amount of force justified by the resistance offered by the people involved
make sure use of force is tactically sound for the situation
minimise the risk of injury
maintain their own personal safety and that of others
take people to a secure area
keep an accurate record of what has happened
the implications of unlawful behaviour for the safety, security and welfare of
spectators
offences that constitute unlawful behaviour at the types of events they are involved in
situations in which they can legally justify the use of force
the law as it applies to self-defence
approved techniques they can use to restrain people
basic principles of customer care
factors to bear in mind for example the relative strength, size and number of people
involved when using force and how to vary their approach according to these factors
why it is important to minimise the risk of injury to those involved
the agreed procedures for detaining people
the limits of what they are allowed to do in regard to restraining and detaining people
the basic legal requirements for detaining people
situations where detaining people is not lawful
the possible implications of detaining people, for example, unlawful arrest, and false
imprisonment
safety techniques for detaining people
the importance of maintaining contact with their supervisor during incidents and
following their instructions
what they should record which could be used as evidence
the importance of giving full and accurate information to the police
procedures for reporting to the police
67

identify situations where detention is necessary and lawful
follow agreed procedures and explain to people involved what is happening and why
use a minimum of force and remain polite and courteous throughout the incident
maintain their own safety and that of the people involved
keep in contact with their supervisors during the incident and follow their guidance
hand over people to the police and give them full and accurate information about the
incident
See above
68
ANNEX D GLOSSARY OF TERMS USED IN THIS MANUAL

Access control Mechanical or electronic device able to control and record the number of
spectators entering.
Competent A person shall be regarded as occupationally competent where he or she has
sufficient training and experience to meet the national occupational standards relevant to the
tasks within their identified role. This includes knowing the limits of personal knowledge,
skills and experience.
Consequence Outcome of an event.
Contingency plan A plan prepared by the responsible person(s) setting out the action to be
taken in response to incidents occurring at the venue which might prejudice public safety or
disrupt normal operations (for example, the loss of power to CCTV or PA systems).
Control procedures Procedures and systems for controlling and / or managing the safety
of the venue and of the spectators
Emergency A major incident requiring the participation of the emergency services.
Emergency plan A plan prepared by the emergency services for dealing with a major
incident at the spectator facility or in the vicinity.
Emergency services In the context of the venue / spectator facilities, normally the police,
fire and rescue and ambulance services.
Entry A location at which a spectator first passes through an access control element and
where entry to the facility is recorded.
Exit A stairway, gangway, passageway, ramp, gateway, door, and all other means of
passage used to leave the venue spectator facilities and its accommodation.
Event organiser The individual or company managing the organisation of the event, who
may or may not be the safety officer.
First aider A person who has been trained as a first aider and holds an approved certificate
of competence.
Hazard A situation that poses a level of threat to life, health, property or the environment.
Management plan (also known as the safety management plan) Checklist or plan for
maintaining the condition of the structure and the safety management arrangements in line
with any safety or security requirements.
Physical resources These resources may include (but are not limited to) the control room,
monitoring (e.g. CCTV), access control, communications and stewards personal protective
equipment, material for recording information, records and safety plans.
Probability Extent to which an event is likely to occur.
Risk Combination of the probability of an event and its consequence.
Risk assessment Overall process of risk analysis (the systematic use of information to
identify sources and estimate the risk) and risk evaluation (the procedure based on the risk
analysis to determine whether a tolerable level of risk has been achieved).
Safety Freedom from danger or unacceptable risk.
69
Safety officer The person with responsibility for the implementation and management of
the event day safety operation including pre-event planning.
Safety steward Person undertaking the functions prescribed in Standing Committee
Recommendation 99/1 and detailed in this Manual.
Security Lack of danger to the safety of the person caused by the actions of others.
Senior steward / supervisor Person who has normally worked previously as a steward
before being promoted to a supervisory role.
Spectator facility Area of congregation comprising an activity area, a viewing area and a
service area. It includes all the spaces where the public assembles, indoors or outdoors,
permanently or temporarily, to watch sports, entertainment or miscellaneous events.
Stakeholder Person, group or organisation that has a direct or indirect stake in an
organization because it can affect or be affected by the organisations actions, objectives and
policies.
Venue Place where activity takes place. Often known as the spectator facility.
Venue management The management will normally be either the owner or lessee of the
venue, who may not necessarily be the promoter of the event.
70

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STANDING COMMITTEE (T-RV)

EUROPEAN CONVENTION ON SPECTATOR VIOLENCE

Strasbourg, 5 July 2011

T-RV (2011) 16 FINAL

Manual on safety officer, supervisor

T-RV (2011) 16 FINAL

T-RV (2011) 16 FINAL

T-RV (2011) 16 FINAL

Check list 1 Functions

Senior stewards / supervisors

T-RV (2011) 16 FINAL

T-RV (2011) 16 FINAL

Check list 2 Minimum areas of competence

Ensure the safety of people attending a spectator event

Assist the organisation to develop and implement policies

Manage own resources and professional development

Develop productive working relationships with colleagues and stakeholders (see

Provide information to support decision making

Provide learning opportunities for colleagues

Encourage innovation in their area of responsibility

T-RV (2011) 16 FINAL

Recruit, select and keep colleagues

Implement quality assurance systems

Monitor compliance with quality systems

Brief the media

Senior stewards / supervisors

Deal with accidents and emergencies

Develop productive working relationships with colleagues

T-RV (2011) 16 FINAL

Manage own resources and professional development

Manage information for action

Help to manage conflict

Work with others to improve customer service

Control the entry, exit and movement of people at spectator events

Monitor spectators and deal with crowd problems

Help to manage conflict

Contribute to the work of their team

T-RV (2011) 16 FINAL

Deal with accidents and emergencies

T-RV (2011) 16 FINAL

T-RV (2011) 16 FINAL

Specify and agree control procedures

Ensure the safety of people attending an event

T-RV (2011) 16 FINAL

Required knowledge and understanding:

T-RV (2011) 16 FINAL

Manage a response to a major incident

T-RV (2011) 16 FINAL

Assist the organisation to develop and implement policies

Draft policy for the organisation

T-RV (2011) 16 FINAL

Agree a strategy to implement policy

Manage own resources and professional development

Minimum standards of competence:

T-RV (2011) 16 FINAL

T-RV (2011) 16 FINAL

industry/sector requirements for the development or maintenance of knowledge, skills

Develop productive working relationships with colleagues and stakeholders

Minimum standards of competence:

T-RV (2011) 16 FINAL

working towards win-win solutions

Required knowledge and understanding:

T-RV (2011) 16 FINAL

sport and recreation specific knowledge and understanding