**2. Case study Woodford Folk Festival**

50 Emerging Informatics – Innovative Concepts and Applications

the adoption of smart phone applications as part of such an integrated system. Examples of Mobile Apps being created for specific special events are becoming more commonplace. An example of this is the business event focused Infosalons Group, (Info Salons - Event Technology). This type of targeted communication system is yet to be integrated into a more holistic communication system that covers areas such as emergency management functions. Extreme Natural Events (ENE), such as cyclones, intensive storms leading to flooding, gale force winds, hailstorms etc., have historically impacted on many areas of the world to one extent or other. Climate change proponents forecast a more rapid increase in both the number and severity of such events. In addressing the risk involved for the tourism industry

*'Risk is described simply as resulting from three main factors: (i) the nature of the hazard; (ii) the exposure of the elements to risk; and (iii) the vulnerability of those elements. Vulnerability can be further defined as the product of the susceptibility and resilience of the community and environment to the identified hazards. ENE's are a force of nature and cannot be modified, but risk of loss or damage can be reduced by modifying exposure and vulnerability. For this, a good knowledge of the* 

For ENE's and other risk management situations, governments have a long history of utilising a blend of broadcasting media such as television and radio for alerting the public as to the nature and severity of the ENE, and delivering "what to do" information to citizens. Studies suggest the use of different mobile technologies to deliver emergency information in forms of weather warning and location based precautions (Krishnamurthy, 2002; Weiss et al., 2006). Other studies discuss issues of transmitting information through short message service (SMS) via mobile phone broadcasting system (Aloudat et al., 2007). However, these solutions do not provide an independent holistic and systematic framework in which key decision makers such as event managers can ensure appropriate collaboration for transmitting critical information. As such, the designing of an independent ICT based decision support solution, through a new web based sharing provision where decision makers from different agencies can actively

Delivering information to and from event attendees would be achieved through systematic and interactive communication linkages with relevant authorities and data sources, hence enabling the prioritising of action-taking in real time. As a specific ICT application, decision support systems (DSS) are gaining popularity to meet the domain-specific demands of clients for informed decision support. New technological provisioning platforms such as cloud computing show significant potential benefits, for the business/supplier as well as for public access requirements, when addressing significant access load demand in a very short time frame. Cloud computing may offer the advantage of a cloud (e.g. Internet or web based provisioning) based DSS service that can meet the emergency communication and decision making needs of key agencies and stakeholders in a wide variety of contexts and populations. The chapter is organised as follows. Following on from the introduction (section 1) the next section (2) contextualises the major issues being addressed in a case study based on the Woodford Folk Festival in Queensland, Australia. The following section (3) examines the stakeholders and their relationships within the emergency communication system. The next section (4) examines cloud based approaches, while section (5) contextualises this through application to the case study and section (6) considers other advanced technologies for emergency management. The final section (7) provides for discussion and conclusions.

in managing these types of events Alison Sprecht (2008, p. vii) states that:

communicate and perform decision making is proposed.

*likely ENE's is fundamental.'* 

Our case study, the Woodford Folk Festival, is an Australian regional festival that is held over a six day period each December/January, originally at nearby Maleny it moved to its own property near the town of Woodford in Queensland Australia, in 1994. Here, 400 acres of farmland is being progressively reclaimed as 'environmental parkland'. It's mixed of natural landscape and built physical components can be described as a Blended Festivalscape (Gration, Arcodia, Raciti & Stokes, 2011), with the integration and preservation of natural elements of the environment being critical to consumer satisfaction with their festival experience. Woodford is a regional festival of music, arts and performance managed by the not-for-profit Queensland Folk Federation (QFF) and it currently attracts 100,000 - 120,000 attendees per year from a diverse demographic background. The site was transferred to the local government authority in 2011 with a long term lease being granted back to the QFF.

Fig. 1. Woodfordia Storm Damage – January 2011.

*'The Queensland Floods have been a life changing event for many thousands of people and I know that our organisers will rise to the challenge presented to us and build a stronger future'* 

Bill Hauritz, CEO, Queensland Folk Festival – 14TH March 2011(Woodfordia Mail Media Release)

Cloud Versus Clouds: Emergency Response Communications

from the festival site (figure 2).

**3. Emergency communication network** 

'human' and 'technology' based systems that deserve closer attention.

of event managements are vary basic and unidirectional in nature.

Fig. 2. Information exchange for emergency risk management communication.

In terms of our festival case study, emergency response management relies primarily on a layered communications approach based on private (in venues and offices on site) and public telephone services, mobile telephones supported by two mobile service provider towers and a series of radio communication systems operating during the festival by both festival management and external emergency services. Communications to the Public is via a number of public address systems located in the venues and verbal announcements, with

at Large Scale Festivals and Special Events – Innovative ICT Applications 53

commenced, funded by a combination of fundraising, insurance payouts and government grants. This work will help to restore the site and mitigate some of the potential impacts of similar ENE's in the future. The reality however is that no amount of physical works can fully protect such an exposed site from the ravages of nature without taking away the atmospherics or 'feel' of this blended festivalscape. If the grounds were concreted and all performances were in permanent indoor venues then the desired 'experience' from this festival would be compromised. If we take as a given that mitigating actions have been taken in terms of physical works, within the given boundaries, then it is the non-physical

The need for cost effective mechanisms for planning, monitoring & controlling risk through improved means of sharing and disbursing knowledge between key stakeholders at events is evident. These stakeholders involve internal and external active participants in the risk management communications process and provide the basis for decision making that will impact on the third stakeholder group, being those travelling to, are on-site, or departing

As can be seen in figure 1 the emergency communication networks utilised by the majority

The sheer size of the site, the numbers attending and the temporary nature of most of the venues on-site make this event vulnerable to significant exposure to risks associated with extreme weather events. The timing of this event, in the Australian Summer 'wet season' increases the likelihood of this type of risk. In many ways the festival site is the equivalent of a temporary small city that has been created to last only a few short days each year. In common with all large scale outdoor special events and festivals, Woodford Folk Festival, is temporary in nature and yet must incorporate risk management plans that reflect the potential magnitude of the risks, the number of people involved (20,000 – 25,000 per day) and the potential for severe negative impacts should the worst occur. Its temporary nature does not lessen the complexity of the risk management task; indeed it can increase the management challenges to be faced.

Risk Management practices at the Woodfordia site are well defined and follow standard industry practices with a comprehensive risk management plan in place and training of all staff, both volunteers and paid, being undertaken. Festival management is required by legislation to manage and control risks associated with the conduct of the festival to ensure the safety of employees, stall-holders, on-site agencies personnel, contractors, volunteers and visitors (WFF Safety, Emergency and Incident Management Plan, 2010, Section 1.3) In addition a 24 hour Emergency Communications Centre (ECC) has been established to liaise with all venues, staff and emergency services. Indeed, both police and ambulance services, alongside a purpose-built medical centre, have a presence on the site during the festival. In the case of an emergency the ECC is converted into the Emergency Incident Control Centre (EICC) by the addition of a room extension to accommodate external; emergency services personnel for coordination purposes.

In terms of web based communications the festival has been increasingly moving to integrate areas as diverse as ticketing, production, administration, volunteer management, customer information and merchandising, alongside the more established promotional functions. In terms of Risk Management, the pro-active workplace health and safety training provided for all volunteers via their website and the reactive monitoring of on-line Bureau of Meteorology (BOM) warnings about weather conditions, as well as accessing of risk management documentation by staff, are the only web based communication activities identified.

During and after the 2010/11 Woodford Folk Festival severe weather conditions resulted, despite extensive drainage works on the site, in excessive disruption on the festival site. There were subsequent significant cost implications in terms of site restoration and future mitigation activities on top of significant box office decreases (approx. 20% downturn). The Courier Mail Newspaper reported that 'while Woodford was dubbed "Mudford" on social networking site Twitter yesterday, visitors continued to arrive into the afternoon' (Courier Mail - *Rain can't dampen Woodford punters' spirits*). The impact on people who attended the event was, while not life threatening, at times significant. Camping areas suffered flooding, car parks became a quagmire, roads and pathways were slippery and increasingly pot-holed leading to risks. The organisers spent a considerable amount of time and resources focused on maintaining safety for the public and allowing the venues to continue to operate. A literal sea of volunteers and paid staff worked to ensure the show could go on – and it did.

The 'wettest ever' festival was followed by an extreme downpour on 11th January 2011 when 180mm was recorded at Woodford. Remedial work on the physical damage to the site was

The sheer size of the site, the numbers attending and the temporary nature of most of the venues on-site make this event vulnerable to significant exposure to risks associated with extreme weather events. The timing of this event, in the Australian Summer 'wet season' increases the likelihood of this type of risk. In many ways the festival site is the equivalent of a temporary small city that has been created to last only a few short days each year. In common with all large scale outdoor special events and festivals, Woodford Folk Festival, is temporary in nature and yet must incorporate risk management plans that reflect the potential magnitude of the risks, the number of people involved (20,000 – 25,000 per day) and the potential for severe negative impacts should the worst occur. Its temporary nature does not lessen the complexity of the risk management task; indeed it can increase the

Risk Management practices at the Woodfordia site are well defined and follow standard industry practices with a comprehensive risk management plan in place and training of all staff, both volunteers and paid, being undertaken. Festival management is required by legislation to manage and control risks associated with the conduct of the festival to ensure the safety of employees, stall-holders, on-site agencies personnel, contractors, volunteers and visitors (WFF Safety, Emergency and Incident Management Plan, 2010, Section 1.3) In addition a 24 hour Emergency Communications Centre (ECC) has been established to liaise with all venues, staff and emergency services. Indeed, both police and ambulance services, alongside a purpose-built medical centre, have a presence on the site during the festival. In the case of an emergency the ECC is converted into the Emergency Incident Control Centre (EICC) by the addition of a room extension to accommodate external; emergency services

In terms of web based communications the festival has been increasingly moving to integrate areas as diverse as ticketing, production, administration, volunteer management, customer information and merchandising, alongside the more established promotional functions. In terms of Risk Management, the pro-active workplace health and safety training provided for all volunteers via their website and the reactive monitoring of on-line Bureau of Meteorology (BOM) warnings about weather conditions, as well as accessing of risk management

During and after the 2010/11 Woodford Folk Festival severe weather conditions resulted, despite extensive drainage works on the site, in excessive disruption on the festival site. There were subsequent significant cost implications in terms of site restoration and future mitigation activities on top of significant box office decreases (approx. 20% downturn). The Courier Mail Newspaper reported that 'while Woodford was dubbed "Mudford" on social networking site Twitter yesterday, visitors continued to arrive into the afternoon' (Courier Mail - *Rain can't dampen Woodford punters' spirits*). The impact on people who attended the event was, while not life threatening, at times significant. Camping areas suffered flooding, car parks became a quagmire, roads and pathways were slippery and increasingly pot-holed leading to risks. The organisers spent a considerable amount of time and resources focused on maintaining safety for the public and allowing the venues to continue to operate. A literal sea of volunteers and paid staff worked to ensure the show could go on – and it did. The 'wettest ever' festival was followed by an extreme downpour on 11th January 2011 when 180mm was recorded at Woodford. Remedial work on the physical damage to the site was

documentation by staff, are the only web based communication activities identified.

management challenges to be faced.

personnel for coordination purposes.

commenced, funded by a combination of fundraising, insurance payouts and government grants. This work will help to restore the site and mitigate some of the potential impacts of similar ENE's in the future. The reality however is that no amount of physical works can fully protect such an exposed site from the ravages of nature without taking away the atmospherics or 'feel' of this blended festivalscape. If the grounds were concreted and all performances were in permanent indoor venues then the desired 'experience' from this festival would be compromised. If we take as a given that mitigating actions have been taken in terms of physical works, within the given boundaries, then it is the non-physical 'human' and 'technology' based systems that deserve closer attention.

The need for cost effective mechanisms for planning, monitoring & controlling risk through improved means of sharing and disbursing knowledge between key stakeholders at events is evident. These stakeholders involve internal and external active participants in the risk management communications process and provide the basis for decision making that will impact on the third stakeholder group, being those travelling to, are on-site, or departing from the festival site (figure 2).
